Management as a Liberal Art Research Institute

If You Don’t Know, Ask Your Brain

William A. Cohen, Ph.D.

PUBLISHED:

August 1, 2023

Drucker developed five written questions which he recommended that managers ask in developing their businesses. As time went on, Drucker and others added additional questions to the original five. Clearly the number of questions is infinite though some are more or less important depending on the situation. But most important is how you ask to get an answer that is usable.

 

Questions Most Effective When You Ask Your Computer Directly

I realized that it was effective for the manager to ask the questions because the manager owns the best computer available, that portable computer each of us carries around known as the human brain. You have already accumulated valuable data on this computer to solve all kinds of problems -you just have to access it properly.

 

The Best Computer Requires Proper Use


I wasn’t surprised when I was introduced to Drucker’s use of the brain because for many years, I had asked myself questions and received answers. I would not have thought of most answers if I hadn’t asked myself these questions. I stumbled on this method years earlier, and it had already played an important role in my life.  When I was 14 years old my distance vision suddenly declined. My father was an Air Force officer, and I was examined by an experienced flight surgeon who declared that it was nothing serious merely that I needed eyeglasses. After my examination and receiving the prescription for the glasses, I told him that I didn’t care that I wore glasses, but that I wanted to go to West Point and fly in the Air Force. This doctor immediately advised me to forget these goals and pursue some other career as I would never be able to meet the vision requirements for either objective. Both had strict visual requirements without glasses. He added that he had seen this happen with dozens of youngsters who wanted to attain these ambitions. Even as he spoke, without my speaking aloud, and without thinking I asked my brain what I should do. I was surprised to receive an immediate reply, and I assumed that I had done something right. This occurred even as the doctor continued to talk and explain that it was impossible for me to meet the West Point and Air Force vision standards without glasses and this disqualified me. He suggested that I apply to a local college when I became 17 and join the Air Force through ROTC, requesting one of the  non-flying specialties which the Air Force had need of and forget West Point or flying. Meanwhile my brain had silently repeated its explicit advice: “Go to the base library and find a book which explains sight without glasses.”

 

I had never seen or heard of such a book, but my brain clearly had. I said nothing to the flight surgeon who was only trying to save me from the wasted effort of pursuing what he saw as an unattainable career because of my poor vision. However, as soon as I left the doctor’s office I went straight to the base library. With the librarian’s help I located a book which had actually had the title, “Sight without Glasses.” I read the book and wrote to its author, Dr. Harold M. Peppard, an optometrist. I explained my ambitions and why it was necessary that I have good vision without glasses. Dr. Peppard had been trained by an ophthalmologist, Dr. William Bates, who had developed eye exercises for improving vision without wearing glasses. When Dr. Bates died, Dr. Peppard, continued his practice, and wrote the book. He answered my letter at once with additional exercises and suggestions. I did further research. The method was controversial, some even saying it could harm the eyes. However, there were also many success stories in the book, and I began the program as he suggested. I did these eye exercises about an hour a day, every day, after school. My eyesight slowly began to improve. Four years later I passed the tests for West Point including the vision exam. I graduated from West Point and again improved my vision with new exercises and began an Air Force career which included flying several thousand hours in B-52 bombers as a navigator-bombardier and in attack aircraft in combat as an air commando and instructor. Later I even had the good fortune to work with PVH Weems, a famous retired Navy captain, who had graduated from Annapolis in the class of 1914 and was known as the “father of air navigation.” In the 1930s he had taught Charles Lindbergh celestial navigation on the orders of President Roosevelt after Lindbergh had made his famous solo flight from New York to Paris and was looking for new challenges. Weems had recently been recalled from retirement by the Navy to develop a manual means of space navigation and invited my participation.

 

The Power of the Brain


The power of the human brain is truly amazing, and this was known and used not only by Drucker, but also by such famous scientists as Albert Einstein, and reportedly by others even earlier. Einstein had published four major scientific papers in a single year using these principles and was awarded the Nobel Prize in theoretical physics by communicating with and taking the advice of his brain!

 

I think that what happened to me was that my question focused my brain on everything it had on file in my memory about vision improvement without glasses that I had missed or forgotten. To this day I don’t know exactly where I heard about “sight without glasses” and still don’t. When I used this method for other purposes in later years, I knew that some “brain instructions” came from my own experience, but also from unknown sources: a course lesson , a professional article, something I’d seen on TV or in a movie, something I read or had heard on the radio, or someone had said offhand. This apparently was stored in my mental computer and released in response to the questions I asked myself. My brain had not explained or discussed the method used by Drs. Bates and Peppard. But it had given me the title of Peppard’s book. Dr. Peppard’s advice, encouragement and instructions did the rest. The process of improving my vision took some months, but when I took the West Point test, I had passed.

 

Talking to Yourself


Drucker had developed his five questions for the purpose of running a business. However, since I had some experience with the method, I knew it worked and that it could help me to solve other problems. It always helped.

 

I asked a psychologist about this. He told me that one reason this worked is that my brain already had all the facts necessary for problem resolution stored away in my memory. While these facts could not always be accessed easily, by eliminating various blocks and fears associated with my questioning, the forces preventing an answer dissipated and I could access the information I needed.

 

Sometimes the pressures and stresses are too great. The problem is either too difficult or the situation is too demanding. Your brain cannot function easily and cannot always present a solution under these conditions. But the brain can work subconsciously, even if the conscious brain can’t. The challenge then is getting to the subconscious. Some say the best way to obtain a solution you don’t have from your brain is just to go to sleep and wake up with the solution after a short nap or a night’s sleep. I’ve seen this work.

 

Other techniques also work. Thomas Edison, the inventor, was said to have developed and used a technique of sitting quietly in a darkened room and letting his mind wander. Others perform some activity to distract themselves such as playing a game or even physical exercise. Suddenly the solution appeared.

 

Research professors at Carnegie Mellon University found that getting the subconscious to provide guidance worked if another problem was presented to distract the brain for a short period, while allowing the subconscious mind to continue to work.

 

Drucker’s use of written questions to ask your brain may be different, but it works, and can be used to solve a variety of problems. Try it and see for yourself!

 

Useful References

The Art of the Leader, 3rd Edition by William A. Cohen (Pyramid Press, 2018)


Drucker’s Way to the Top by William A. Cohen (LID, 2019)


The Art of the Strategist (audio version) by William A. Cohen (Harper Collins, forthcoming, 2023-24)

 


By Byron Ramirez Ph.D. March 7, 2025
Motivation and performance in the workplace have been the subject of extensive research, yet a comprehensive understanding of their complexities remains elusive. While many organizations recognize the importance of motivation in driving employee performance, a significant number still approach motivation through simplistic, linear models that fail to capture its depth. Traditional methods, such as annual performance reviews with occasional praise or monetary bonuses, may have some impact, but they are often insufficient in fostering long-term employee engagement and sustained productivity. The relationship between motivation and performance is intricate, requiring a more nuanced and strategic approach from organizations. Motivation plays a crucial role in organizational sustainability. When employees are motivated, they exhibit higher levels of productivity, creativity, and commitment, all of which contribute to an organization’s long-term success (Ryan & Deci, 2000) and sustainability. However, many organizations continue to rely on outdated methods that focus primarily on the provision of extrinsic rewards. While financial incentives, such as salary increases and bonuses, can have a positive impact, research indicates that their effect on motivation is often temporary (Deci, Koestner, & Ryan, 1999). Once the external reward is removed, motivation levels tend to return to their previous state, highlighting the limitations of this approach. In contrast, organizations, and more specifically managers who have invested in fostering an environment that develops genuine engagement and trust, thus increasing motivation within their teams, have recognized the importance of intrinsic rewards. Intrinsic motivation, which arises from within the individual, is driven by factors such as personal growth, job satisfaction, and a sense of purpose (Pink, 2009). Employees who find meaning in their work and feel a sense of autonomy are often more engaged and perform better than those who are solely motivated by external incentives. This aligns with Self-Determination Theory, which emphasizes the role of autonomy, competence, and relatedness in fostering motivation (Deci & Ryan, 1985). Moreover, this also is consistent with the philosophy of Management as a Liberal Art which highlights the importance of independent decision-making. Despite the emphasis on extrinsic rewards, research suggests that human beings are only driven by them to a certain extent. Herzberg’s Two-Factor Theory (1959) highlights this by distinguishing between hygiene factors (such as salary and job security) and motivators (such as achievement and recognition). While hygiene factors can prevent dissatisfaction, they do not necessarily lead to increased motivation. Instead, true motivation stems from intrinsic factors that align with an individual's values, aspirations, and personal goals. Not every employee seeks to climb the corporate ladder; some may find fulfillment in mastering a specific skill, contributing to a meaningful project, or maintaining a healthy work-life balance. As a result, managers must move beyond a one-size-fits-all approach and develop a deeper understanding of the psychology behind motivation. Recognizing individual differences and tailoring motivation strategies to align with employees’ unique needs can lead to greater job satisfaction and improved performance (Gagné & Deci, 2005). This means fostering a work environment that promotes autonomy, provides opportunities for growth, and acknowledges employees’ contributions in meaningful ways. Organizations should also consider the long-term implications of their motivation strategies. Rather than merely offering short-term incentives, they should invest in creating a workplace culture that values intrinsic motivation. This can be achieved through leadership development programs, mentorship opportunities, and fostering a sense of community within the organization. When employees feel valued and supported (and listened to), their motivation is more likely to be sustained, ultimately benefiting both the individual and the organization as a whole. One effective strategy is providing employees with opportunities for continuous learning and professional development. Organizations can offer training programs, workshops, and tuition reimbursement to help employees acquire new skills and expand their expertise. When employees see that their company is invested in their growth, they are more likely to remain engaged and committed to their work. Furthermore, providing employees with challenging yet attainable goals can foster a sense of accomplishment and reinforce their intrinsic motivation. Additionally, fostering a culture of recognition and meaningful feedback is essential. While monetary rewards can provide temporary satisfaction, genuine appreciation and acknowledgment of employees' contributions create a lasting impact. Managers can implement regular check-ins, peer recognition programs, and public acknowledgments of achievements to make employees feel valued. When employees receive positive reinforcement for their efforts, they are more likely to stay motivated and take pride in their work.  While financial incentives and extrinsic rewards have their place in workplace motivation, they are not a panacea for enhancing performance. Motivation is a complex and deeply personal phenomenon that requires organizations to adopt a more holistic approach. By understanding the interplay between intrinsic and extrinsic motivation and recognizing the unique aspirations of employees, organizations can create an environment that fosters sustained motivation and long-term success. Investing in the psychological and professional well-being of employees is not just a moral imperative but a strategic necessity for organizational sustainability. References Deci, E. L., Koestner, R., & Ryan, R. M. (1999). A meta-analytic review of experiments examining the effects of extrinsic rewards on intrinsic motivation. Psychological Bulletin, 125(6), 627-668. Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Springer Science & Business Media. Gagné, M., & Deci, E. L. (2005). Self-determination theory and work motivation. Journal of Organizational Behavior, 26(4), 331-362. Herzberg, F. (1959). The Motivation to Work. John Wiley & Sons. Pink, D. H. (2009). Drive: The surprising truth about what motivates us. Riverhead Books. Ryan, R. M., & Deci, E. L. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1), 68-78.
By Michael Cortrite Ph.D. February 26, 2025
In 1995 Daniel Goleman published a groundbreaking book which introduced the leadership/management discipline to emotional intelligence.The book is Emotional Intelligence: Why it can matter more that IQ (Bantam 1995). Over the last 30 years more than 20 book and hundreds of papers have been published on emotional intelligence (abbreviated as EQ) extolling its effectiveness as a leadership concept. Many of the books were authored by Goleman with his co-writers Richard Boyatzis and Annie McKee. Given the current political climate in the United States and the world, the concept of EQ may be even more relevant today than it was 30 years ago. EQ shows an incontrovertible link between a leader’s emotional maturity and their performance as a leader. In the words of Daniel Goleman, “The research on EQ shows that the ‘good guys’—emotionally intelligent men and women—finish first” (Goleman, et al. p.169. 2001). Just as Peter Drucker’s insistence on self-knowledge and the knowing of one’s strengths and weaknesses is the starting point in his essay, Managing Oneself (1999), EQ starts with knowing yourself, including your weaknesses and strengths, and especially your emotions. Drucker also talked about values and manners. Manners is all about people working in close contact with each other and therefore naturally causing friction. He said that workers must be able to cooperate and treat each other with courtesy and respect. In order to do this, they must look inward to make sure they use words like thank-you and please and they know their co-workers’ names and even the names of their family members. He didn’t specifically use the word emotions but was writing about a basic form of emotional intelligence. Goleman, et al. (2001) lists the four components of emotional intelligence in action: 1. Self-awareness: The ability to read your own emotions. Knowing how your moods are affecting others. 2. Self-management: The ability to control your emotions. Don’t let bad moods seize the day; leave them outside the office. 3. Social awareness: The ability to sense other people’s emotions and show that they care. Understand how your words and actions affect other people and be able to change them when their impact is negative. 4. Relationship-management: The ability to build strong personal bonds and use these skills to spread their enthusiasm and solve disagreements, often with humor and kindness. It should be noted that Diamantidou et al. (2024) found a strong link between emotional intelligence and transformational leadership that translates to a positive organizational culture and thus increased organizational effectiveness. In late 2024, Pixar released an animated movie, Inside Out 2. It is a sequel to the movie Inside Out. It is already the highest grossing animated movie in history. The movie is based on emotional intelligence. Daniel Goleman praised the movie and said, it is clever and moves the field of social-emotional learning forward. The leadership literature cites many examples of the value of using films to teach leadership. Wiliams (2006) posits that because films are memorable and a catalyst for thought and discussion, there is always rich dialogue generated, and a better understanding of the concept being taught after watching the movie. The characters in the movie are Riley (the human) and Joy, Sadness, Anger, Fear, Disgust, and Anxiety (the emotions). Chatbot (2024) explains that watching the movie can help leaders by dramatically showing how emotions influence both personal and social interactions. The movie also depicts such emotional intelligence concepts as self-awareness, self-management, building empathy, the power of vulnerability, leading by example, and the benefits of transparency. REFERENCES: Chatbot, H. How Inside Out 2 Can Improve Your Leadership Skills. Entrepreneurial Leadership. July 30, 2024. Diamantidou, V., Kaitelidou, D., Kalakairinou-Anagnostopoulou, A., and Galanis, P. Organizational Culture, Transformational Leadership and Emotional Intelligence. Journal of International Caring Services Vol. 17 (2). May/August 2024. 1190-1196. Drucker, P. Managing Oneself. (1999) In HBR book, On Managing Yourself. pp. 13-32. Goleman, D., Boyatzis, R., and McKee, A. (2001). Primal Leadership: The Hidden Driver of Great Performance. In HBR book, On Managing Yourself. pp. 169-188. Wiliams, J. Pirates and Power: What Captain Jack Sparrow, His Friends, and His Foes Can Teach Us About Power Bases. Journal of Leadership Education Vol. 5 (2). Fall 2006. 
By Mehak Suri February 25, 2025
Drucker’s claim that “reliance on the expert to predict the outcomes of technology is born out of hubris” (Drucker, 1969, p. 524) still holds and will likely continue to be the same. Each development is caused by and leads to several factors, “each independent in its origins,” with the “outgrowth of a separate discipline with its own experts” (Drucker, 1969, p. 524). Aristotle’s syllogisms (a kind of logical argument) are the reason ChatGPT exists today. The statement above sounds bizarre, but Boolean logic was invented in the 1800s to mathematically represent syllogisms. Claude Shannon, in 1937, demonstrated the use of Boolean algebra in designing electrical circuits, which paved the way for GPUs, programming, digital computers, and AI systems like ChatGPT. Claude Shannon could not have predicted that his design of electrical circuits would someday contribute to the fragmentation of human interaction (social media), digital overload and decision fatigue (social media), erosion of creativity through AI-assisted writing, and increased energy consumption and pollution (large AI models lead to high electricity usage and carbon emissions from data centers). This indicates that “the impacts of technology are often quite indirect and by-products rather than main products” (Drucker, 1969, p. 524). Sometimes, even the most direct use cases of modern technology have unintended adverse consequences, leading to “the cost being more than the worth” (Drucker, 1969, p. 523). The Computerized Provider Order Entry (CPOE) systems in healthcare were designed to reduce medical errors and improve the quality of patient care. However, studies have shown unintended net adverse effects due to clinicians’ overreliance on this technology and diminished critical thinking. CPOE systems with inbuilt clinical decision support (CDS) help clinicians by providing “notifications of drug-drug interactions, warnings about allergies, recommendations for clinical guideline compliance, and more” (Campbell et al., 2007, p. 96). For example, anticoagulants and aspirin are usually not prescribed together. However, this combination is often used for heart protection benefits in coronary care. In this context, using these two drugs together would be helpful, but the CPOE system would trigger an alert warning the clinician. If the clinician relies exclusively on CPOE, they may remove one of the two drugs from the therapy, increasing the potential risk to the patient (Campbell et al., 2007). Going back to the previous example, even if Claude Shannon could foresee all the negative impacts of technological advancements stemming from his invention, he would not have stopped his development, as there were foreseeable immediate and long-term net-positive outcomes, too. As Drucker puts it, in this new age of technology, we need new decision-makers and decision-making processes built on understanding the history and dynamics of technology instead of focusing on predicting the outcomes of technology or determining what is right or wrong (Drucker, 1969).  References Drucker, P. F. (1969). Comment: Is Technology Predictable? Technology and Culture, 10(4), 522-527. https://doi.org/10.2307/3101571 Campbell, E. M., Sittig, D. F., Guappone, K. P., Dykstra, R. H., & Ash, J. S. (2007). Overdependence on technology: an unintended adverse consequence of computerized provider order entry. AMIA Annual Symposium Proceedings, 2007, 94-98.
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