Let’s be honest: For many people, work sucks. 

But for others, work is an adventure. The difference doesn’t always lie in the nature of the work. Two different people can have two very different responses to the same job—but my research has also shown that organizational culture makes a huge difference in how we feel about, and perform, at work.

I spent eight years measuring brain activity while people worked in order to identify the components of workplace culture that make work an adventure. This was preceded by a decade of doing laboratory studies to understand the brain basis for effective teamwork. 

I discovered that teams needed two key components to perform their best: trust among team members and an understanding of the purpose of their work. We found that both of these have a shared neurologic foundation, providing a framework to identify best practices when creating or modifying work cultures.

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