Iconoclast: A Neuroscientist Reveals How to Think Differently by Gregory Berns

What I learned:

Iconoclasts are those who break with the status quo and explore, discover, and innovate. They are the trailblazers, the pioneers, the visionaries. But, whence do they come from? The way our brains are wired have a definite impact on our decision making skills and the way we approach life, our work and our family. The Iconoclast has an advantage in key areas of brain function in order to move beyond what the general notions of the possible may be. These areas are broadly contained under the headings Perception, Fear, and Social Intelligence.

With the continuing research into brain function and the evolution of technologies that allow us to link physical processes to our conscious thoughts and decision making skills, we can see how the brains of the intrepid are wired, and how the rest of us can develop strategies to open up the gates of our minds.

The brain resists new experiences because they cost energy to process. In order to minimize energy expenditures the brain will try to stay in comfortable, predictable zones. The brain is a physical organ which prizes efficiency above all else. Iconoclasts differ primarily in the way they perceive situations and things.

Perception is constrained by the categories a person brings to the table: the more you see and do, the more categories and possibilities for new linkages and ideas you have. Iconoclasts point to the visual nature of their insights, so visual perception (1) is where the iconoclastic brain begins. The brain then process the visual information along two routes: the “where” (2A) which corresponds to vision, and the “what” (2B) corresponds to perception. A change of scenery, being in unusual spaces and having new experiences force the brain to process inputs in novel ways. In order to break out of hide-bound thinking, the brain needs to be forced out of the predictability trap by being provided with something it has never seen before.

Viewing a problem from a different angle is well and good, but most people will stop from executing due to fear. This is a huge hurdle for the brain to overcome in order to turn vision into reality. Most of the fear response is controlled by the amygdala, a small almond-shaped organ. The three major fears are: fear of the unknown, fear of public ridicule, and fear of failure. The amygdala also fires up during non-conformity: if you stand your ground against the group, the amygdala makes you feel uneasy. People will discount their own perception of things if placed in a larger social group that maintains they perceive something different. Luckily, the prefrontal cortex inhibits the amygdala’s fear response.

Repeated stressors cause changes in key parts of the brain related to decision making and iconoclastic thinking. The brain remodels itself in response to stress. Some changes occur at the neuronal level through simple learning mechanisms, while other changes occur under the effect of hormones. The key lesson is that stress will physically change your brain and the way you approach the world will change too. On the upside, you can inhibit and direct this with methods such as cognitive behaviour therapy, or training yourself to assign a different interpretation to a hitherto unpleasant or frightening situation or thought.

Most people still look to others before adopting a new technology or idea. To be efficient, the iconoclast seeks out the early adopters as they are the bridge to the masses. Iconoclasts should make his or her ideas as compatible with existing frameworks of thought as possible: present things in ways that are similar, even if they are not. The human brain is wired under the assumption of reciprocity. Evolutionary Stable Strategy: in any society there’s a mix of cooperation and deception – it is only the possibility of deception that confers value on cooperation. We are biologically programmed to want to enter into relations with people with a reputation for fairness and integrity. Successful iconoclasts connect with people and in the process shrink their worlds. The primary aspects of social intelligence that figure into success or failure are 1. Familiarity and 2. Reputation.

The iconoclastic brain is able to perceive things differently, is able to manage its fears, and has a high degree of social intelligence, which is the ability to read and work with groups.