????顯微技術(shù)讓我們清楚了有關(guān)健康的錯(cuò)誤觀點(diǎn),。望遠(yuǎn)技術(shù)則告訴我們,，我們并不是處在宇宙的中心,。

????最近，一項(xiàng)名為功能性磁共振成像（fMRI）的技術(shù)向我們展示,，長(zhǎng)期以來(lái)關(guān)于人類動(dòng)機(jī)的觀點(diǎn)或許是錯(cuò)誤的。這項(xiàng)技術(shù)可以收集活躍大腦消耗氧氣的圖像,。

????社會(huì)神經(jīng)學(xué)科的創(chuàng)始人之一馬修?利伯曼在他的新書(shū)《社交：聯(lián)系刺激大腦之謎》（Social: Why our brains are wired to connect）中便談到了上述觀點(diǎn),。

????正如利伯曼所解釋的那樣，長(zhǎng)期以來(lái),，我們認(rèn)為人是理性的,、邏輯的作用者，受到自身利益,、貪婪與欲望的驅(qū)動(dòng)。這種觀點(diǎn)有一定的道理,，但卻并不完全正確。結(jié)果證明,，另外一個(gè)驅(qū)動(dòng)因素至少具有相同的重要性：進(jìn)行社會(huì)交往的驅(qū)動(dòng)力,。

????研究顯示：參與慈善活動(dòng)比贏得金錢(qián)更能激活大腦的獎(jiǎng)勵(lì)系統(tǒng),。泰諾（Tylenol）等止痛藥可以像減輕肉體疼痛一樣，減輕大腦的痛疼,。社交遭拒會(huì)使人的智商得分降低20%,，GRE分?jǐn)?shù)幾乎會(huì)減少一半。經(jīng)常與一位朋友會(huì)面與額外得到100,000美元相比,，兩者對(duì)人幸福感的效果是相同的。經(jīng)常自愿幫助他人所產(chǎn)生的幸福感與額外獲得50,000美元相當(dāng),。員工遇到他們的工作所造福的對(duì)象后,，他們的工作效率往往能提高一倍。人們?cè)敢饣?0,000美元來(lái)?yè)Q取作為更高地位員工的身份認(rèn)同,。最后,，社交活躍與戒煙對(duì)健康有著同樣的好處。

????很明顯,，社交活動(dòng)的重要性超出我們的想象,。而我們的機(jī)構(gòu)和組織，從政治系統(tǒng)到醫(yī)院,，從學(xué)校到公司,，卻都堅(jiān)信一系列不同的理念：人們受到金錢(qián)的激勵(lì),，身體健康（而不是社會(huì)健康）最重要，而社交需求“可有可無(wú)”,。

????很久以前，研究人員發(fā)現(xiàn),，每當(dāng)人們努力解決問(wèn)題的時(shí)候,，比如做數(shù)學(xué)題或進(jìn)行任何分析，包括思考目標(biāo)的時(shí)候,，他們會(huì)激活大腦前額葉皮層的外側(cè)區(qū),。上世紀(jì)90年代，研究人員發(fā)現(xiàn),，當(dāng)我們?cè)谒伎计渌撕退麄兊乃枷?、感覺(jué)、希望與恐懼時(shí),，會(huì)調(diào)用大腦中一個(gè)截然不同的系統(tǒng),。此時(shí)，人們激活的是背內(nèi)側(cè)前額葉皮層的一個(gè)區(qū)域網(wǎng)絡(luò),。

????一個(gè)人在團(tuán)隊(duì)里能否與其他人配合默契,，取決于我們能否理解他人的情緒。相比僅僅關(guān)注某個(gè)項(xiàng)目的老板,，如果你知道員工真正想要的東西,，真正關(guān)心的事情，你就能夠設(shè)計(jì)出更好的團(tuán)隊(duì)環(huán)境,。

????諷刺的是,，人類天生可以在心理上“復(fù)位”。每次進(jìn)入一個(gè)新環(huán)境的時(shí)候,，他們都會(huì)從社交的角度看待這個(gè)世界,。但現(xiàn)代人對(duì)分析思維的重視高于社交思維，所以我們往往會(huì)忽視這些自然行為,。

????進(jìn)行社交思維的系統(tǒng)和思考目標(biāo)與概念的系統(tǒng)就像是一個(gè)神經(jīng)系統(tǒng)蹺蹺板,。當(dāng)你調(diào)用其中一個(gè)區(qū)域的時(shí)候，便會(huì)抑制另外一個(gè)區(qū)域的活動(dòng),。

????我們的組織環(huán)境中,，有各種體制與流程在促使人們進(jìn)行理性思考，而不是從社交方面進(jìn)行思考,。在職場(chǎng)上,，如果一個(gè)人漠視社交線索，肯定會(huì)錯(cuò)過(guò)許多重要的信息,，失去創(chuàng)造性解決問(wèn)題的機(jī)會(huì),。結(jié)果,，我們認(rèn)為許多問(wèn)題都有解析解法，需要做的只是進(jìn)行正確的計(jì)算,。但許多最嚴(yán)峻的商業(yè)挑戰(zhàn)都需要社交性的解決方案。如何讓個(gè)人,、團(tuán)隊(duì)或整個(gè)公司感覺(jué)良好？感覺(jué)良好的員工工作效率往往更高,。

????The technology to see very small things up close showed us we had much wrong about health. The technology to see big things far away showed us we are not the center of the universe.

????More recently, a technology called fMRI, that lets us collect images of oxygen use inside an active brain, has shown us that some of our long-held beliefs about human motivation may be wrong.

????Matthew Lieberman, one of the founding fathers of a field called social neuroscience, tells this story in his new book, Social: Why our brains are wired to connect.

????As Lieberman explains, for a long time we believed that people were rational, logical agents, driven by self-interest, greed, and desire. While this is not untrue, it is only half the story. It turns out that people have another driver that is of equal, if not greater, importance: the drive to be social.

????The studies tell the story: Giving to charity activates the brain's reward system more than winning money. Painkillers like Tylenol relieve social pain the same way they relieve physical pain. Being socially rejected can lower your IQ score by 20% and cut your GRE score nearly in half. Seeing a friend regularly has the same effect on our well being as making an extra $100,000. Volunteering to help others regularly produces the same increase in well being as making an extra $50,000. When an employee meets a person who benefits from their work, that employee can double their productivity. People will pay $30,000 to be recognized as a high-status employee. And, finally, being socially connected is literally as good for your health as quitting smoking.

????Clearly, social activity matters more than we have realized. Yet our institutions and organizations, from political systems to hospitals, schools and corporations, have been built based on a different set of beliefs: that people are motivated by money, that physical -- not social -- health is most important, and that social needs are a "nice to have."

????Long ago, researchers discovered that every time people try to solve a problem -- do math or anything analytical in nature, including thinking about goals -- they activate the lateral region of their brain's prefrontal cortex. In the 1990s, it was discovered, much to our surprise, that an entirely different system was engaged when we think about other people and their thoughts, feelings, hopes, and fears. In this case, people activate a network of regions within the dorsomedial prefrontal cortex.

????The ability to work well with other people in a group depends on our ability to appreciate other individuals' emotions. A boss who knows what his staff members really want and care about will be able to design a better team environment than one who is simply focused on the elements of a project.

????The irony is that human beings are built to mentally "reset" and see the world socially anytime they enter a new situation. However, modern humans tend to value analytical over social thinking, and so we tend to override that natural behavior.

????The system for thinking socially and the system for thinking about goals and concepts function like a neural seesaw. When you engage one region, it dampens the activity of the other.

????Our organizational environments have systems and processes that nudge people to think rationally rather than socially. In the workplace, if you are in a mindset that discounts social cues, you are going to miss a lot of important information around you and a lot of opportunities for creative problem solving. We end up thinking that a lot of problems have analytic solutions; you just have to crunch the right numbers. Yet many of the toughest business challenges require social solutions. What does the person, team, or whole organization need to feel good? People who feel good are generally more productive.