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Surprise! Neural Mechanism May Underlie an Enhanced Memory for the Unexpected

ScienceDaily (Feb. 25, 2010) — The human brain excels at using past experiences to make predictions about the future. However, the world around us is constantly changing, and new events often violate our logical expectations. "We know these unexpected events are more likely to be remembered than predictable events, but the underlying neural mechanisms for these effects remain unclear," says lead researcher, Dr. Nikolai Axmacher, from the University of Bonn in Germany.

Monitor on Psychology

Based in Washington, DC, the American Psychological Association (APA) is a scientific and professional organization that represents psychology in the United States. With 148,000 members, APA is the largest association of psychologists worldwide.

Psychologie

This Dutch monthly magazine has, in every issue, 4 to 10 topics that are applicable in meeting architecture.
For the Dutch speaking meeting professional with an interest in psychology, sociology, cognitive science and neurology this is a great resource.
Every issue publishes research results, short versions of theses,  and articles from international publications like Nature, Monitor on Psychology and more.

Warm body keeps the head cool

Finnish research made a number of volunteers solve puzzles and tests at 10° Celsius during a few days. These volunteers did significantly worse that a control group at 25° Celsius. (20° Celsius is normal room temperature.) Conclusion, Cold has a negative impact on performance of the brain, because it distracts from the task at hand.

Comment:

Virtual characters have real impact

Research from the US psychologist Blascovich shows that humans in virtual environments behave exactly the same towards virtual people as they do towards real people in the real world. Even if those computer animations do not look very realistic. It seems that the human mind has a built in mechanism to react in a social way. Writes Blascovitch It is nearly impossible, not to be fooled.

Comment:

Electricity consumption of the brain

Our brain uses as much energy as a 20watt light bulb. With that, only 1% of our brain cells are active simultaneously. The other 99% is used too, only not at the same time. That would be impossible; our brain already uses 20% of the oxygen we breath in, and it would get overheated.

Building teams takes conflict

To become a close group, there are inevitable phases any group has to go through: The Orientation phase,  the Conflict phase, the Integration phase and the Execution phase.

Comment:Do you want to build close groups, teams at your meetings or conferences? Be aware of these for phases. Make sure you prepare to manage at least a few conflicts. Do you want to avoid the conflict phase? Than don't put groups together for a long period of time like a few days. Be aware you will not build real integrated teams in that way.

Biorhythm

Our short term memory is at it’s best in the morning and decreases during the day. Before lunch we are most alert and after noon, our coordination is at it’s maximum. Around 16:00 / 4pm we have our fastest speed of reaction speed and around 17:00 / 5pm our muscle strength peaks and our heart and vascular system is most efficient.   

for meeting organisers:

bad day small ball

Sport professionals that play well will often say ‘the ball seemed larger than usual’. It sounds like nonsense, but psychologists of the university of Virginia discovered that indeed sportsmen perceive a ball to be bigger on a good day and smaller on a bad one. Researchers studied play results of softball players and made them estimate how large the ball was after the game. Players with a good score pointed to significantly bigger circles than players that did not hit the ball so well that day.

Meetings? Better long than many

What takes more energy, 2 meetings of four hours or four meeting of 30 minutes? The latter say American Psychologists. One week long they made test persons take notes of what they did and how they felt. Analysis showed a clear connection between the number of meetings end the fatigue / perceived work pressure. Interestingly enough, the content nor the length of the meetings seemed to matter. The investigators believe meetings break the daily routine and with an head full of work thoughts, employers need to take new information in at meetings. The more this happens the more we feel tired.

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