The Neuroscience of Culture: 3 Key Truths About the Brain at Work

Ever wonder what makes a worker truly engaged in their job? Or why we inherently work better in small groups? Or even why the strongest, most productive teams seem to be the ones that are the most socially connected?

It’s not a coincidence—it’s how the brain is hardwired, and understanding its design can help shape the workplace to better accommodate our neural needs. 

Hilary Scarlett, an international speaker, consultant, and author on neuroscience and organizational change management, breaks down the evolutionary history of our brains into 3 key truths that can help us foster workplace cultures that work with our brains, not against them.

1. We are still in survival mode

“The most important thing for the brain is survival,” says Scarlett. “Our brains just want us to get safely through the day.”

Back in the savanna, being part of a tribe increased our chances of staying alive—belonging wasn’t just a notion of camaraderie, but an inherent piece of the survival puzzle. 

In the past, this sense of belonging meant living to see the next day or even the next meal—in the modern workplace, Scarlett believes that it directly impacts our performance and wellbeing. When we’ve found our people, our brains remind us we’re safe, giving us more mental space to focus on what matters.

Every member of a tribe also has a role, a purpose. Everyone plays their part, and is trusted to do so—otherwise, if the person in charge of patrolling the camp or starting the evening fire slacks off, it becomes a life or death scenario. Our brain reacts the same way today: it’s why clear swim lanes and transparent expectations feel so fulfilling to us.

2. We are inherently a social species

Homo sapiens are a small-group species, and Scarlett suggests that we are most effective in groups of 4 to 5. Larger groups, while possible, often require subdivisions to maintain effective communication and connection. 

Paleolithic tribes typically consisted of about 20 bands of around 20-25 people each, for example. We see this today in organizational culture—it’s normal, and natural, for individual teams to branch away from company culture to create their own rituals and beliefs. 

Our brains are so adamantly social that they process social pain—isolation, rejection—in the same way they process physical pain. “Both activate the same neural networks,” Scarlett confirms.

It makes sense why the current loneliness epidemic is so critical to address—with the American Medical Association (AMA) stating that the health impacts of social isolation and loneliness are akin to that of obesity and smoking.

3. We are naturally drawn to our leaders

Organizational leaders today and the leaders of our tribal history—those that our brains are still attached to—are facing what evolutionary leadership expert Mark van Vugt calls an “evolutionary mismatch:” what made leaders effective in the past doesn’t necessarily translate to the complexity of modern companies and teams. 

For starters, we no longer operate in small group settings, despite our brains being wired for it. Nor do we band together solely for survival purposes—we are looking to our leaders not for life insurance or even purpose, but as our loyal advocates within the corporate ecosystem.

Leaders play a pivotal role in setting the emotional tone of an organization. “Emotions are contagious,” Scarlett continues. “We tend to pick up on the strongest emotion in the room, on negative emotions, and we especially pick up the emotion of our leaders.” 

Scarlett reiterates that neuroscience suggests that leaders who can regulate and project positivity can significantly influence team dynamics and overall organizational culture.

Want to hear more from Hilary Scarlett and other experts about how to better adapt your organizational culture to the needs of workers?

FUTURE(S) is a 6-part eBook series that explores the most pressing trends in the world of work in 2025—from culture to AI, DEI and more. Check out "A case for connection" to explore culture and connection more.