Brainware: How the New Neuroscience Can Transform Your Professional Intelligence


I’m inviting you to comment, ask questions, or suggest changes to this first draft chapter of Brainware, my forthcoming book due to be published in 2009. In addition, I’m posting the chapter-by-chapter outline for your perusal.


The prevailing wisdom is that an individual’s intelligence is a stable, static attribute that cannot grow or be developed. And that, we are told, is the key reason that people plateau in their jobs and professions, and lose out to “the more intelligent.” In striking contrast, I reveal in Brainware that not only can a worker increase his or her intelligence, but that this is essential for career success in the 21st century.


Based on intense, long-term consulting experiences (see bio page), the well-researched refutation of the traditional IQ, as well as profoundly significant neurobiological research, I explain that intelligence is neither genetic nor static—but a set of developing competencies.


Brainware, then, is about one question: what’s the best way to avoid personal obsolescence in the new talent age? It is dedicated to resolving the new dangers of work and vocational survival facing 21st century workers, managers and executives. This original—and unique--program for the development of the skills of intelligence, which I call brainware, will keep employees’ work future both personally fulfilling and financially healthy. Readers will find this program for performance improvement challenges every business person to his or her fullest capability. Furthermore, brainware not only capitalizes on the demands of the global economy, but it grants an overwhelming personal advantage for the so-called “career wars.”


In pursuit of these new requirements for professional success, I’m going to lay out the essentials of brainware. The point of all this is to answer two questions that lie at the heart of future employability. How is it that some in the workplace always have challenging opportunities and rewarding experiences whether their firm goes bottom up, their responsibilities are outsourced, their positions reengineered out of existence, or they lose out in a messy competition with a less-qualified manager from an acquiring firm? And what steps do we take to build that transformative brainpower for ourselves?


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“Dan Erwin has a way of cutting right to the heart of the matter. His interaction with clients is based upon years of dealing with people of all walks of life, and the man is anything but passive.”
--David B. Johnson, CEO and Chair,
MJSK Financial Services



Watch for Dan's new book Brainware to be published in 2009!



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