Proyecto de Investigación:

NEUROECONOMÍA Y EXTROPÍA ORGANIZACIONAL: JERARQUÍA DE PATRONES NEURONALES EMOCIONALES EN PRODUCTORES DE CACAO Y CAFÉ EN PERÚ

Resumen

This study aims to analyze the Neuroeconomic Decisions and Organizational Extropy of Small Cocoa and Coffee Producers, considering the Hierarchy of Emotional Neural Patterns and the Temporal Memory Model. It is intended to measure the impact on the level of correlation of holistic innovation competencies in the learning process based on individual and collective entrepreneurship. This article demonstrates that the learning process that small producers go through from their Individual Thinking in the phase of mutual information to forming sustainable organizations (Collective Thinking) in the phase of transition (Shannon & Weaver, 1948), experiences different learning from within the family and in contact with their environment. In this sense, in Phase 1 Analysis of the Hierarchy of Neural Patterns in the Creative Process of Small Producers (Individual Thinking), the brain captures from the environment the information that is received by the memory of the neocortex and that is processed by the interneuron to be interrelated with the rest of the information by the hierarchy of neuronal patterns, and that helps us to understand the capacity of the individual (small producer) to receive information, interpret it, and be able to create their own microworlds, contributing to the environment that surrounds them (George, 2008). According to (Zúñiga, 2022) in Phase 2 Analysis of the Hierarchy of Emotional Neural Patterns in Mentors and Small Producers (Collective Thinking), it is possible to demonstrate Collective Thinking, when individuals interact forming groups and different types of organizations and that they are able to function under the same structure of the hierarchy of neural patterns but that their interconnections would be rather emotional, considering that the human brain has rational competencies and holistic competencies, human interrelation in groups of small producers would be guided by holistic competencies, therefore, they would be structured under the hierarchy of emotional neural patterns and that are received by the organizational memory that would be the correlation of holistic competencies of individuals that unconsciously allow to obtain the emotional alignment of the collective that shape and make decisions aligned with these same members not necessarily because they share the same point of life but because they feel it. The information that would be processed in the organizational memory would be based on the correlation of holistic competencies of its members that is processed by the organizational interneuron, until they decide on their own to evolve towards a Collective Thinking and form an organization whether family business, association, cooperative, etc. The contribution of this article consists of Phase 3 Organizational Extropy in the Organization of Small Producers integrated into the universe as an open system (Sustainable Thinking) in demonstrating that organizations can be sustainable over time if they manage to open up to the environment as individuals did, receive information from the phase of mutual information and in turn if they can interpret the information to in turn create and contribute to the reality that surrounds them in the transition of phase to this condition has been called organizational extropy. According to the results shown in the experiment of this article, small producers were the object of an experimental, transactional, correlational, and descriptive investigation with a sample of 90 individuals. A methodology of alignment of emotional neural patterns was applied to measure the impact on the correlation of the holistic competencies of the mentors on the experimental group of small cocoa and coffee producers to compare their impact with the small producers of the control group. Similarly, it was identified that the experimental group of small producers would have a holistic competency level correlated to the correlated holistic competencies of the control group. The results show that (H1: I > Y1), accentuates cocoa over coffee even though there is little difference between the two groups. One of the reasons for the closeness between the results of the experimental group of cocoa and coffee to the control group would be that in both cases the prices are high, and this would be a fundamental condition for the development of entrepreneurial skills in the groups of small producers. There is also a slight preponderance of a greater margin of difference in cocoa over coffee which would confirm that the price factor is preponderant since it is higher in the cocoa sector than in the coffee sector. Being closer to the experimental groups with the mentors would likely have formed business skills that favor collective performance, such as ease of formulating problems in the case of cocoa and the case of coffee: ease of formulating problems, the constant search for ideas, transgressive attitude, adventurous attitude, creative leadership, knowing how to think naively, search for recognition, search for life improvement, holistic level of innovation. As price is a factor that favors the development of entrepreneurial skills in cocoa and coffee, the differences between experimental groups and control groups are small. This would also allow us to infer that in the experimental groups of cocoa and coffee, there would be a greater preponderance for the development of Collective Thinking and that organizations in these sectors could be sustainable depending on their capacity for openness and their ability to interpret and create innovative proposals to be shared with the environment. Organizations in both sectors can be transformed from the structural point of view (hard aspect) by assuming various types of organizations such as family businesses, cooperatives, associations, hybrid models, etc. However, the (soft aspect) (Peters and Waterman, 1994) that corresponds to the principles, values, and beliefs would remain in time, integrating into the environment of the phase of mutual information from its formation to become an organization integrated with its environment in all aspects, which would allow it to create permanently as a sustainable organization. The ability of systems to integrate with the environment through supercorrelation would demonstrate that information would be processed by a larger type of memory called cosmic memory, from which we all begin and return (Hawking, 2020), with an unpredictable condition (Heisenberg, 1997) in which error or success is equally likely to resemble the human brain.