My favorite excerpts from a fascinating article on The Atlantic – “Power causes brain damage.”
Sukhvinder Obhi, a neuroscientist at McMaster University, in Ontario, studies brains. And when he put the heads of the powerful and the not-so-powerful under a transcranial-magnetic-stimulation machine, he found that power, in fact, impairs a specific neural process, “mirroring,” that may be a cornerstone of empathy. Which gives a neurological basis to what Keltner has termed the “power paradox”: Once we have power, we lose some of the capacities we needed to gain it in the first place.
Was the mirroring response broken? More like anesthetized. None of the participants possessed permanent power. They were college students who had been “primed” to feel potent by recounting an experience in which they had been in charge. The anesthetic would presumably wear off when the feeling did—their brains weren’t structurally damaged after an afternoon in the lab. But if the effect had been long-lasting—say, by dint of having Wall Street analysts whispering their greatness quarter after quarter, board members offering them extra helpings of pay, and Forbes praising them for “doing well while doing good”—they may have what in medicine is known as “functional” changes to the brain.
The sunniest possible spin, it seems, is that these changes are only sometimes harmful. Power, the research says, primes our brain to screen out peripheral information. In most situations, this provides a helpful efficiency boost. In social ones, it has the unfortunate side effect of making us more obtuse. Even that is not necessarily bad for the prospects of the powerful, or the groups they lead. As Susan Fiske, a Princeton psychology professor, has persuasively argued, power lessens the need for a nuanced read of people, since it gives us command of resources we once had to cajole from others. But of course, in a modern organization, the maintenance of that command relies on some level of organizational support. And the sheer number of examples of executive hubris that bristle from the headlines suggests that many leaders cross the line into counterproductive folly.
No and yes. It’s difficult to stop power’s tendency to affect your brain. What’s easier—from time to time, at least—is to stop feeling powerful.
Insofar as it affects the way we think, power, Keltner reminded me, is not a post or a position but a mental state. Recount a time you did not feel powerful, his experiments suggest, and your brain can commune with reality.
This is a fascinating article for a bunch of reasons.
First, it explains a ton of behavior from powerful leaders that would make little sense otherwise. :-)
Second, while it is easy to brush this off as just relevant for people who are in obvious places of power, I think it is very relevant for all of us. Every one of us experiences power in small ways – leading an initiative, parenting a family, directing a side project, etc. And, in many cases, we are (or at least I have been) guilty of exhibiting behavior that this article describes.
The only solution found so far is to find ways to be grounded or “to stop feeling powerful.” That isn’t easy to do.
But, as with many good things, the first step is being aware of the issue and why it matters.