As a research assistant in the Return on Learning Laboratory, I am interested in examining how the fields of neuroscience and business intersect with each other, particularly with respect to how mindsets affect learning within organizations. Recently, I have also developed an interest in the neuroscience of leadership, decision making and cognitive biases. Ultimately, I aim to develop strategies that would equip learners with the tools to maximize their return on learning within an organizational framework.

The brain is a complex organ and understanding its structure and function requires sophisticated technology. Only until recently have we been able to develop such tools to answer multifaceted questions about the brain. Answering these complex questions about the brain and understanding how resulting insights about this organ can be put to practical use in the areas of education and business is what I am passionate about. There is still a lot that needs to be explored and done regarding the brain, and it is this very prospect that fascinates me, as a student, as a teacher and as a researcher.

As fascinating as neuroscience is, it has the potential to lure us into thinking that it can provide solutions to all our questions or problems. While neuroscience can certainly help us get one step closer to understanding the complexity of human behavior, we should use findings from the field with caution and know what kinds of questions neuroscience can and cannot answer. Thus, the biggest challenge that I face in this field is to describe research findings in a way that enables people to become responsible and educated consumers of neuroscience. This has several implications for policy making in our schools and workplace environments, to just name a few.