Sometimes distractions irritate us, and sometimes the sneak up on us, seducing us without our awareness and stealing our attention.. How can you stop this? In reality, you probably can’t. So what can you do? German train stations give us a wonderful metaphor…

In our commercial world commodities that are high in demand and low in supply command great value. Internally, we have a resource that is the basis for engagement, learning, respect, felt empathy and even love. This resource is also under huge demand, internally and externally - we are bombarded minute by waking minute with opportunities to spend this resource, often without our conscious awareness. Yet the high-demand and low-supply ‘rule’ does not apply to this resource, for it remains massively undervalued.

Ever wondered why change can be so difficult? Many wonderful change models exist, yet all but a few truly consider the brain and neuroscience. This missing element from change management often explains change success stories, as much as the disasters. If you are a change agent (i.e. a teacher, leader, parent, manager...) ignore the brain at your peril!

Based on contemporary neuroscience, we suggest a model of two mind states: the blue zone – where we are at our best – and the red zone where we operate well below our full capabilities.  In terms of our brain’s resources these two zones or mind states represent having our resources in the most modern parts of the brain, the blue zone, and having them in the more primitive parts, the red zone.

Teaching is a complex social activity, and while teacher training prepares teachers well around content expertise and delivery, very little is done to skill teachers in behaviour engagement. Behaviour engagement/management, in what is already a high-stress profession, remains one of the most significant stressors for teachers, yet little has been done systematically to solve the problem.