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One of the basic principles of most change leaders is that we can use rational discourse to influence the motivations and desires of people. Present employees with a sound, logical line of reasoning and they will develop a broader understanding of a situation and make both the technical and behavioral changes required. This thought is founded upon one of the most basic assumptions of science: We can have objective knowledge of the world and everything that's in it. But according to the latest research in neuroscience, such knowledge is impossible. The only world we can know is the one produced by the firing of our neurons, and it is purely subjective. Once we receive information from our senses, it is assembled, edited, and assigned significance according to emotions encoded in our memories. As a result, we don't take in our experience of the world as much as we create it. We can know only our emotional, subjective version of the world around us. This isn’t necessarily a bad thing. In fact, there is evidence to suggest that our emotions, the emotions encoded in memories, actually help us make better decisions. The work of neurologist Antonio Damasio and others has shown that the more we attempt to strip out feelings and create an objective decision-making process, the more we lose access to what we have learned from past experience. Unfortunately, this means that the ideal of decision making in the corporate world that encourages analytical objectivity virtually ensures the loss of what’s been learned through experience. Our drive for objective thinking prevents us from acknowledging that emotions are an integral, if not essential, part of our interactions and decision-making. So, we go about our daily corporate life, constructing our subjective reality and denying to ourselves and those around us that we are subjective. And since everyone else also is operating under their own personal version of “objective” reality, conflicts occur. Each individual sees reality differently. Since conflict is em