 I welcome you in the course of leadership, emotional intelligence and the scene making. This is module number 31 and we are going to talk about mindlessness and the drive to survive. When we talk about mindlessness obviously we are focusing more on the unconscious processes of the mind and those unconscious processes of the mind would sometimes be triggering our amygdala and there would be a phenomena taking place which is known as amygdala hijack. In this amygdala hijack we are unable to come up with our thinking patterns. We are unable to assess the environment by its true means and our prefrontal cortex which is just behind our forehead would not be that much activated because amygdala would be taking up the whole situation. Many a times amygdala would be triggered when there would be a threat or when there is a certain level of stress which is not generally or regularly bearable by the person. So these are the things which are associated with the automatic behaviors and this would result into lack of creativity, this would result into lack of cooperativeness because your unconscious mind would be more activated and amygdala would not be letting you to come up with your decision making based upon rationality and obviously there would be lack of adaptive responses and due to those lack of adaptive responses one is not able to come up with optimum solutions. This amygdala hijack which is occurring because of the environmental and situational stress is basically going to cause certain problems and those problems would be prevalent in the overall cultural environment of the organization. There would be demotivated behavior, there would be no meaningful contribution coming up from the people and there would be lack of learned behavior and obviously then there would be lack of learned behavior so there would be learned helplessness. You will express yourself as a helplessness. The reason being that the organization stress has put you in a burnout situation, your amygdala is not letting your prefrontal cortex to decide on creative issues or you limit your weapons. Therefore, there would be certain intense survival reactions by the people. And those intense survival reactions would be subjected to stereotype thinking, your pattern of thought will develop and you will not be able to get out of that pattern of thought. Number two, there would be narrow attention and different perspectives would not be taken up into account which you need to think about. There would be less engagement with the work and the person would be more engaged with complex cognitive processes and there would be reactive antisocial and destructive emotions or those antisocial and destructive emotions would be basically the hindrance points where creativity, innovation, responsiveness, these things become less and there would be undermining of the ability of the leader, they would be undermining the ability of sustainable reactions and obviously, you will not be able to focus and focus your attention on them. Therefore, your intense survival reactions would be less beneficial for the organization and sometimes they can even backfire. Those intense survival reactions can also include anger and fear that can also include that you are unable to understand the leadership perspective and therefore, you would not be able to focus what the leader is exactly coming up with. Number three, compromised effectiveness would be you would not be able to do the right things. Number four, you would not be able to focus on the team effort because the stress of the environment, the cultural stress that is not letting you to decide on a creative basis. Obviously, when stress is more engaged than a letter and your amygdala hijack situation is created, you will start to stay behind in your emotional intelligence so that would weaken commitment to the organization as well. In all intense survival reactions, the results are going to be under performance, the results are going to be burnout situation and the results are going to be physical or mental harm. If we conclude all this, then our unconscious mind processes sometimes lead us to a compromise situation. In that compromise situation, when we face stress, our amygdala hijack becomes a barrier in front of our thinking patterns and as a result, we cannot bring our