Neil Garrett
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Articles by Neil Garrett
Model Sharing in the Human Medial Temporal Lobe
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Model sharing in the human medial temporal lobe
Thank you for sharing this Journal of Neuroscience article. NOTE: We request your email address only to inform the recipient that it was you who recommended this article, and that it is not junk mail. We do not retain these email addresses. Your Email * Your Name * Send To * Enter multiple addresses on separate lines or separate them with commas.
Biased belief updating and suboptimal choice in foraging decisions
Abstract Deciding which options to engage, and which to forego, requires developing accurate beliefs about the overall distribution of prospects. Here we adapt a classic prey selection task from foraging theory to examine how individuals keep track of an environment’s reward rate and adjust choices in response to its fluctuations. Preference shifts were most pronounced when the environment improved compared to when it deteriorated.
How companies can create a remote podcast
Don’t let COVID-19 restrictions prevent you from keeping employees engaged, informed and entertained. Follow this guidance to get your program up and running with minimal tools. During the current COVID-19 crisis, corporate podcasters might not have access to well-equipped sound studios. Luckily, it’s pretty easy for distributed teams to set up remote podcasts from their home offices. Let’s look at the tools available for both the recording and production of remote podcasts.
Quinnsights: The Transformation is Not Digital!
Quinnsights: The Transformation is Not Digital! Of late, there has been considerable push for something called the ‘digital transformation’. The goal is bringing businesses into the 21st century through the use of technology. And that’s admirable, but I’ll suggest that it’s misguided. The transformation we need isn’t about the tools we use, certainly at first. Thus, the transformation is not digital. It’s more fundamental. To be clear, I’m in support of using technology.
5 blunders to avoid with your internal podcast - Ragan Communications
Capitalizing on this popular format seems like an easy decision. Harder is making sure it helps deliver key info and updates to your employees. Pitfalls abound; here’s what to watch for. Podcasts are hot, but you have to make sure you don’t get burned. Business leaders increasingly recognize the value of using audio to communicate with their workforce, yet many make mistakes that reduce the impact of their communications. In some extreme cases, they even jeopardize company information security.
How leaders can use podcasts to foster community and purpose
Americans are crazy about podcasts. Every week more than 60 million tunes in to one of the thousands of podcasts show available online. The podcast has become a reliable companion for millions as they work, do chores and, perhaps more than anything else, sit in traffic. “(T)he medium has finally come into the mainstream,” commented Tom Webster, senior vice president at Edison Research, which has been tracking podcast use since 2006.
The eLearning Development Tool Landscape: Hello 2020!
The eLearning Development Tool Landscape: Hello 2020! A year ago I wrote about how our industry had been undergoing changes. Let’s first look back at some of what I discussed and then look at where we are now. In 2019 virtual reality for learning became easy for instructional designers to develop without needing any programming skills.
The Keys to Creating a Successful Private Business Podcast
Neil Garrett. Considering how popular podcasts have become, particularly among millennials, it makes sense that an increasing number of businesses are creating their own podcasts in order to more effectively communicate with and engage employees. Podcasts are an ideal way to provide much of the information that is usually provided via email or face-to-face meetings. However, simply producing and sending out recordings to workers hardly guarantees a successful podcast.
The Keys to Creating a Successful Private Business Podcast
Considering how popular podcasts have become, particularly among millennials, it makes sense that an increasing number of businesses are creating their own podcasts in order to more effectively communicate with and engage employees. Podcasts are an ideal way to provide much of the information that is usually provided via email or face-to-face meetings. However, simply producing and sending out recordings to workers hardly guarantees a successful podcast.
Why podcasts might be crucial retention tools - Ragan Communications
You need to engage millennial workers, but your traditional communication channels might not be the best option. Here’s why many organizations are turning to podcasts. Young employees love video—but don’t sell audio short. Much of the talk about how employers can better engage their millennial employees focuses on young people’s affinity for digital interaction, notably social media and online communication platforms, such as Slack, Skype and Zoom.
3 ways to measure your internal podcast’s impact - Ragan Communications
Set measurable, meaningful objectives, and present substantive results to win executive buy-in. Podcasts are all the rage—but how do you gauge success? Start with these three tips: 1. Set measurable, meaningful objectives. What, exactly, do you want to achieve with your podcast? What would success (or failure) look like? Once you’ve established specific goals, you can choose appropriate metrics and milestones to measure.
Updating Beliefs Under Perceived Threat
AbstractHumans are better at integrating desirable information into their beliefs than undesirable. This asymmetry poses an evolutionary puzzle, as it can lead to an underestimation of risk and thus failure to take precautionary action. Here, we suggest a mechanism that can speak to this conundrum. In particular, we show that the bias vanishes in response to perceived threat in the environment.
The more dishonest you are the easier it is for you brain to let future you be dishonest — Quartz
Cast your mind back over the past week. How many times were you tempted to act dishonestly? Perhaps you were given too much change at the pub and deliberated whether to tell the barman. Maybe you thought of lying about your weekend plans in order to avoid an awkward dinner party. Dishonesty is a common temptation. We face such moral dilemmas all the time. They aren’t opportunities to act with egregious dishonesty. Rather, these are the prosaic choices that shape much of our daily lives.
Dishonesty gets easier on the brain the more you do it
Cast your mind back over the past week. How many times were you tempted to act dishonestly? Perhaps you were given too much change at the pub and deliberated whether to tell the barman. Maybe you thought of lying about your weekend plans in order to avoid an awkward dinner party. Dishonesty is a common temptation. We face such moral dilemmas all the time. They aren’t opportunities to act with egregious dishonesty. Rather, these are the prosaic choices that shape much of our daily lives.
Why being dishonest is a slippery slope
Imagine you are a lawyer faced with the task of sending out an invoice to your client. As you sit there, it occurs to you that no one would be any the wiser (but you would be somewhat richer) if you surreptitiously added a few extra hours to your client’s bill. You’ve never done this before and it feels bad. But is there any real harm? Aside from any negative impact for the client, there could well be a problem for the person being dishonest.
Dishonesty gets easier on the brain the more you do it
Cast your mind back over the past week. How many times were you tempted to act dishonestly? Perhaps you were given too much change at the pub and deliberated whether to tell the barman. Maybe you thought of lying about your weekend plans in order to avoid an awkward dinner party. Dishonesty is a common temptation. We face such moral dilemmas all the time. They aren’t opportunities to act with egregious dishonesty. Rather, these are the prosaic choices that shape much of our daily lives.
The brain adapts to dishonesty
58 individuals aged 18 to 65 (mean age = 22.95, s.d. = 3.55; 36 women and 22 men), recruited from University College London (UCL) psychology subject pool, participated in the study. A subset of these (n = 28) undertook the experiment in an MRI scanner and the rest undertook the experiment in testing cubicles. Three MRI participants were subsequently excluded from analysis: one because their structural scan showed a suspected brain abnormality, one because they repeatedly (?
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