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187 of 202 people found the following review helpful:
5.0 out of 5 stars
A brilliant analysis of "the exceedingly rare individual", September 23, 2008
If I recall correctly, it was in a world history class in an elementary school in Chicago when I first became aware of the word "iconoclast" while reading about an Athenian political and military leader, Alcibiades (5th century BC), whose enemies charged him with sacrilege after seamen under his command became drunk while ashore and roamed the streets, smashing statues of various deities and dignitaries. Curious, I recently checked the Online Etymological Dictionary and learned that an iconoclast is a "breaker or destroyer of images" from the Late Greek word eikonoklastes. Centuries later, an iconoclast was viewed as "one who attacks orthodox beliefs or institutions." This brief background helps to introduce Gregory Berns's book in which he examines a number of people who in recent years accomplished what others claimed could not be done. When doing so, these modern iconoclasts attacked orthodox beliefs and, in some cases, institutions. "The overarching theme of this book is that iconoclasts are able to do things that others say can't be done, because iconoclasts perceive things differently than other people." Berns goes on to explain that the difference in perception "plays out in the initial stages of an idea. It plays out in how their manage their fears, and it manifests in how they pitch their ideas to the masses of noniconoclasts. It is an exceedingly rare individual who possesses all three of these traits."
I was already somewhat familiar with several of the exemplars discussed in this book but not with others. They include Solomon Asch, Warren Buffett, Nolan Bushnell, Dale Chihuly, Ray Croc, Walt Disney, David Dreman, Richard Feynman, Henry Ford, Steve Jobs, Martin Luther King, Jr., Paul Lauterbur, Jim Lavoi, Stanley Milgram, Florence Nightingale, Branch Rickey, Burt Rutan, and Jonas Salk. According to Berns, these iconoclasts possess a brain that differs from other people's in three functions (i.e. perception, fear response, and social intelligence) and the circuits that implement them. Keep in mind, however, as noted earlier: "It is an exceedingly rare individual who possesses all three of these traits." Howard Armstrong, for example, was "the most iconoclastic and influential engineer of radio" whose inventions include FM. "But what is most interesting about Armstrong is the extent of his iconoclasm," so extreme that it "advanced radio technology but cost him his life." Berns's discussion of Armstrong (Pages 1-4, 9-10, 129, 131, and 151) explains why his story "is a cautionary tale" to those about to challenge conventional wisdom.
Berns makes an important distinction. "The iconoclast doesn't literally see things differently than other people. More precisely, he [begin italics] perceives [end italics] things differently. There are several different routes to forcing the brain out of its lazy mode of perception, but the theme linking these methods depends on the element of surprise. The brain must be provided with something that it has never processed before to force it out of predictable perceptions. When Chihuly lost an eye, his brain was forced to reinterpret visual stimuli in a new way." In this context, I am reminded that only after Sophocles' Oedipus gouged out his eyes and Shakespeare's Earl of Gloucester wandered sightless on the moors did these two tragic figures perceive the realities that, previously, their vision had denied or did not see.
No brief commentary such as this can possibly do full justice to the scope and depth of this brilliant book but I can at least suggest a few of the subjects that were of greatest interest to me:
1. How the brain receives, processes, and assimilates what is perceived
2. Given that, how and why people then manage their fears and people pitch their ideas to the masses differently
3. The relationship between imagination and the visual system
4. Why the brain can sometimes be "too efficient"
5. How the networks that govern perception and imagination can be reprogrammed
6. How fear can distort perception
7. Why an iconoclast's familiarity and reputation figure prominently in her or his success
8. The five attributes of innovation and their relevance to the iconoclast
9. How and why a few iconoclasts become icons
10. Why any/all of the three functions of the brain can "go awry" and how to correct the dysfunctionality
As I read the final chapter, "When Iconoclast Becomes Icon," I was reminded of Henry Chesbrough's insights concerning the open business model and his emphasis on the importance of developing an open mindset, one that is receptive to a variety of different points of view, and of Roger Martin's discussion of what he calls the "opposable" mind that is capable of considering contradictory ideas while making especially difficult decisions. I was also reminded of what Noel Tichy and Warren Bennis suggest in Judgment when asserting that effective CEOs "not only make better calls, but they are able to discern the really important ones and get a higher percentage of them right. They are better at a whole process that runs from seeing the need for a call, to framing issues, to figuring out what is critical, to mobilizing and energizing the troops." What Berns offers in this volume is a brilliant explanation of the neurological foundation for precisely what Chesbrough and Martin as well as Tichy and Bennis believe are common characteristics of a great leader. "For the iconoclast to become an icon," Kerns observes, "not only must he possess an especially plastic brain that can see things differently, but he must rewire the brains of a vast number of other people who are not iconoclasts."
This is not an "easy read." On the contrary, before beginning to compose my review, I re-read the book with special attention to the dozens of passages I had highlighted. To his great credit, and to the extent possible, Berns presents scientific material in layman's terms for those such as I who have little (if any) prior knowledge about neuroscience and especially about what the brain is, what it does, why people can perceive the same objects so differently, how and why people can respond so differently to fear, and why there are such significant differences between and among people in terms of their social skills. Because iconoclasts perceive the world differently, they have a different context in which to formulate their mindsets and world views, determine preferences, select objectives, and mobilize resources (including collaborators) when pursuing those objectives. Unlike Alcibiades'seamen who seem to be nothing more than drunken vandals, the contemporary iconoclasts of greatest interest to Berns are those who are visionaries, builders, and in some instances revolutionaries. His frequent use of the word "epiphany" is apt. Several of those whom he discusses experienced a "shock of recognition" that revealed both a profound insight and a compelling vision. Disney's epiphany occurred when images of a static cartoon projected on a movie screen changed his "categorization of drawing from one of static cartoons to that of moving ones - drawings that told stories in a narrative sense."
Presumably there will be many differences between and among those who read this book in terms of what they learn and how they then apply what they learn. Perhaps at least some of them are "regular" iconoclasts and a "precious few" among them are or will one day become icons such as Jonas Salk and Steve Jobs. As for the rest of us, none may ever "shatter conventional thinking" but, thanks to Gregory Burns, we will at least be much better prepared to understand, appreciate and support those who do.
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34 of 34 people found the following review helpful:
4.0 out of 5 stars
Learn how our brain works & use this knowledge, October 31, 2008
Customer review from the Amazon Vine™ Program (What's this?)
This book will help you to understand how your brain works and how this information can be used to think differently. An Iconoclast is a person who does something that others say can't be done. Berns uses the power of neuroscience to delve into an iconoclast mind and investigate how it works differently from a normal person's brain. Per this research, our brain has three natural roadblocks that hamper the innovative thinking:
1. Flawed Perception.
2. Fear: Fear of failure/public ridicule.
3. Inability to influence others.
Using examples of people from diverse professions and industries, backed by neuroscience, and experiments, Berns has provided a very good picture of how these three factors impact our thinking. Sometimes the text becomes too scientific and complex, but mostly otherwise, the language is easy to comprehend.
Once you understand how our brain processes information and affects our perception, imagination, and decision-making; you can find ways to think creatively and remove the above three roadblocks. There are some DOs told by Berns, in order to do so. But most of the book is centered around exploring the processes of human brain.
What I learned mainly, is that, our brain tries to maximize its efficiency by taking shortcuts in processing information. That's why, the more we do certain task, easier it becomes. For same reason, we get comfortable in our own surroundings (or work) and loose the ability to think beyond it. Hence, we need to keep exposing our brain with new situations, scenarios, information, to enhance the activity of our brain and force it to think creatively.
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29 of 31 people found the following review helpful:
5.0 out of 5 stars
Neuroscience Tips for Thinking Out of the Box, October 29, 2008
Customer review from the Amazon Vine™ Program (What's this?)
Iconoclast, by Gregory Burns
Iconoclast (by Gregory Burns) was a fun book to read! The goal of the book is look at how Iconoclasts in society (those folks who do things others say cannot be done) think. The book describes famous iconoclasts and provides some insights into their thinking "out of the box" thinking abilities. Three factors limit the thinking of most of us: Flawed perception; Fear of failure; and the inability to persuade others (for example social intelligence). The more influential iconoclasts balance all 3 attributes to become hugely successful (think Noel Bushnell-Pong, Steve Jobs-Apple, Walt Disney-cartoon moving animations, Branch Rickey-Integration in baseball, Howard Armstrong-Super heterodyne Receiver etc). In the iconoclast the power of vision is especially enhanced and the brain neural circuits are more active. Perception is more than just seeing things. A key aspect is the ability to perceive things one sees in ways most people cannot. Thus the iconoclast is able to perceive what others believe cannot be done. Perception is intimately tied to imagination which is the key ingredient in imagination. The brain's need for energy efficiency works against imagination, since imagination involves stronger neural connections (and more focused attention) to create deeply imprinted and detailed visualizations. One of the important attributes for better perception is having many unique experiences (think about being a world traveler).
One of the big inhibitors of action is fear and the varied response folks have to stress. The author discusses the stress response in some detail, including neurotransmitters, and hormones involved, especially the correlation of dopamine with risk taking. He also discusses human tendencies to both fear the unknown and the tendency to project the present state into the future. The true iconoclast is able to get around these obstacles. In the financial markets, contrarians like Warren Buffet tend to bet that fear make most people make the wrong decisions about the future viability of current investments. The science of neuroeconomics is beginning to attempt to answer questions as to why many folks "act irrationally" when it comes to predicting the future, as a result of our built-in aversion to loss. The author examines one of the brain key elements (the Amygdala) in our "fear response." He also briefly discusses how we might be able to better control the Amygdala and thus our response to fear. Of course fear, will tend to distort perception (and make us more risk adverse), which in turn impacts our ability to fully utilize our imagination. There are some thought provoking research areas that are just being uncovered in this fascinating area of brain science.
The truly great global iconoclasts are also able to put together the right social network on a global scale. Iconoclast like Picasso, and Steve Jobs have the right social networking skills to "sell' their "out of the box" ideas. In this last area, is where many iconoclasts come up short (think of Howard Armstrong and Vincent Gogh who committed suicide and were not considered successful during their lifetimes).
The last chapter addresses drugs (pharmacology) which might have an impact on the 3 major attributes of an iconoclast. You would find the usual suspects, but there are also some surprises which are not widely known.
Overall, I found the book to be fast moving and informative. I highly recommend it.
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by Madeleine L. Van Hecke
