An instructive and engaging read, “The science of boardroom decision-making” from PwC and Wharton leverages neuroscience (the scientific study of the nervous system) in the context of boardroom dynamics to explain why traditional governance practices and processes typically fail to promote optimal board decision making. The resource suggests attainable “interventions” — structured pauses/reflection, structured meetings and materials, and active listening and engaged participation — that companies can implement to counter normal behaviors that otherwise may (and likely do) compromise decision making. Each of the suggested “interventions” is supported by tangible action items for individual directors, boards, and executives.