Memory Strategies Shift How Information is Represented in Prefrontal Cortex Neurons

Post by Lani Cupo

The takeaway

Brain regions encode information differently depending on the memory strategy used. In the lateral prefrontal cortex of monkeys, neural activity shifts in a strategy-dependent manner between individual neurons and populations of neurons.

What's the science?

Humans and other animals use strategies to organize information in order to counteract the limited capacity of working memory and execute complex cognitive processes, however, how this information is represented in neural mechanisms is still poorly understood. These processes rely on the prefrontal cortex, an area that is flexible enough to adapt to the demands of different tasks. However, information can either be represented at the single-neuron level or at the population level, and it can dynamically respond to employed strategies. This week in Neuron, Chiang and colleagues investigated how working memory strategies employed by monkeys impacted neuronal ensemble coding in the lateral prefrontal cortex (LPFC).

How did they do it?

Previous research established that, like humans, monkeys use strategies to exceed the natural limits to working memory (WM) (usually around 4 items). In the present study, two monkeys were presented with a visual task where six identical, colored circles were presented on a screen and the monkeys had to make a saccade (eye movement) to each one only once, returning their eyes to a central point between each selection, remembering which targets they had already visited. The task forced them to remember up to 6 targets in each trial, exceeding the typical capacity of WM and engaging additional mnemonic strategies. Microelectrodes were implanted in the bilateral LPFC of the monkeys to record neuronal activity from groups of about 40 neurons simultaneously during the task, allowing the authors to link neuronal activity to the task performance. To examine the representation of three variables (location of targets, order of saccades, and color of targets), the authors applied a technique known as linear discriminant analysis (LDA) to the neural activity data, allowing them to separate neuronal representations of each variable. In order to understand how each neuron contributed to the population representation of the overall ensemble code, the authors employed a procedure where they removed each unit from their LDA model in turn to see how the overall pattern changed, identifying that neurons contributed differently to encoding at a population level. To examine the impact of sequencing strategies on task performance and the underlying neuronal activity, the authors examined whether the monkeys were likely to visit targets in a similar order across a block (set of trials). When monkeys were more likely to fixate on circles in a specific pattern, the block was given a high stereotyped index (SI), and when there was more diversity in the pattern it was given a low SI. The categorization allowed them to assess whether monkeys were employing a sequencing strategy (high SI blocks), and how this strategy impacted task performance and neuronal firing.

What did they find?

First, reaction times increased across saccades (on later target selection), and monkeys were more likely to fail (look at a target they had already looked at before), suggesting that selections became more difficult, and working memory was being taxed. However, the monkeys performed better on blocks with a higher SI, implying the mnemonic strategy helped compensate for limits to working memory. One of the main findings was that stereotyped behaviors, representing sequencing strategies, were associated with more distributed neuronal encoding in the LPFC. As behavior became more stereotyped, individual neurons contributed less to the ensemble. Overall, when strategies were used and behavior became more routine (associated with better performance on the task), more neurons were recruited, with smaller individual contributions, whereas when behavior was more flexible, fewer neurons were recruited, each contributing more to the signal.

What's the impact?

This study found that using mnemonic strategies improved task performance and altered the underlying representation of the behavior, shifting towards a more distributed pattern of activity with more neurons contributing less individually. These findings provide a new perspective on how information is represented differently on a neuronal level dependent on cognitive strategies employed. This study represents a step for investigations that seek to further uncover the neural mechanisms underlying higher-order cognitive abilities.

Creative Fluency is Driven by Default Network Activity

Post by Lincoln Tracy

The takeaway

Creative thinking is a complex and crucial part of the human experience that cannot be linked to one specific area of the brain. Stimulating the brain’s default network - a brain network that is active during activities like daydreaming or mind-wandering -  limits creative thinking.  

What's the science?

Creative thinking—the ability to produce novel and useful ideas—has been a key evolutionary mechanism underlying the rapid advancement of humans as a species. While certain senses or processes are linked to a specific area of the brain (such as vision with the visual cortex), creative thinking cannot be pinned down to just one area. Previous evidence suggests that connectivity between brain regions associated with the default network may contribute to creative thinking, but no causal relationship has been identified. This week in Molecular Psychiatry, Shofty and colleagues utilized a creative thinking task in the unique environment of awake brain surgery to explore the effects of default network stimulation on creativity.

How did they do it?

The authors recruited 13 patients (three women, age range 19-69 years) with gliomas, a common type of brain cancer. All patients were scheduled for awake brain surgery to remove their tumor. At the beginning of surgery, the left default network was electrically stimulated while patients completed an alternate uses task (AUT), a task commonly used to assess creativity. In this task, patients were presented with a series of everyday objects and asked to list possible alternative uses. For example, a newspaper can be used to swat files, start a fire, or be used for a ransom note. Patients were scored on fluency (the number of alternative uses for each object they could think of) and originality (how many other people suggested the same use). Patients underwent a pre-surgery functional magnetic resonance imaging (fMRI) scan to map their own (individualized) default mode network, which was then stimulated during surgery.

What did they find?

First, the authors sought to validate the AUT in an awake brain surgery setting. Correlating baseline AUT scores with a marker of default network integrity (obtained from the pre-surgery fMRI) revealed a positive correlation for fluency but no correlation with originality. When the authors examined the effect of stimulation on creative thinking during awake brain surgery, they found creative fluency was reduced during default network stimulation. No effect of stimulation on originality was observed. The authors then investigated how stimulating regions associated with the default network affected creativity. Changes in fluency were observed by stimulating the parietal, frontal, and temporal regions of the default network; no effects were observed for originality. Taken together, these findings mean that cortical stimulation impacts creative fluency—but not originality—and that stimulating areas more connected to the default network results in a greater impact.  

What's the impact?

This study found a causal link between the default mode network and creative fluency, where direct stimulation disrupted creative fluency. These results imply that different aspects of creativity are controlled by specialized parts of the default network. These findings hint at the possibility of using such a technique to identify and preserve creativity and other cognitive functions of patients undergoing brain surgery.

A New Year of Remote Work: Supporting Employee Wellbeing During COVID-19 and Beyond

Post by Leanna Kalinowski

A change in how we work

The COVID-19 pandemic has led to rapid and drastic changes in society, and that includes the workplace. In addition to public health measures like social distancing and face mask requirements, many organizations adopted remote work practices to further mitigate virus spread. In mid-2020, the percentage of employees working from home rapidly increased from less than 10% to upwards of 50%, with the majority of employees transitioning to working from home for the first time. As the pandemic response now begins to soften, employers are beginning to re-establish and define how we work. Reflecting on remote work strategies and their impact on employee productivity and wellbeing is crucial for establishing long-term changes that support employees, particularly as employers consider permanent remote or hybrid working models.

The risk of burnout

Until recently, employee wellbeing has largely been understudied and not widely incorporated into metrics for describing employee success. Traditionally, employers tend to focus on productivity and performance when evaluating the success of an employee, without considering the impact of wellbeing on productivity. In 2019, the World Health Organization updated its definition of burnout to refer to it as a “syndrome conceptualized as resulting from chronic workplace stress that has not been successfully managed”. Burnout is characterized by three symptoms: feelings of energy depletion, increased mental distance from one’s job, and reduced professional efficacy. Generally, employee burnout is associated with decreases in productivity, making it an important issue for employers to tackle. Many employees working from home have faced challenges leading to burnout, like dealing with home-schooling, caring for sick family members, or a change to their work-life boundaries. As employers begin to redefine how we work, understanding employee wellbeing and burnout has become integral in understanding the effectiveness of remote work.

What’s the impact on productivity and wellbeing?

There is mixed evidence on the impact of remote work on productivity and wellbeing, with both positive and negative effects reported depending on organizational (i.e., company, number of days per week working from home, teamwork) and personal (i.e., prior remote work experience, having children at home) factors. Not surprisingly, employees with prior remote work experience had an easier time adjusting to the COVID-19 workplace changes compared to employees who never worked from home before. This is suspected to be due to two factors: 1) these employees previously learned how to balance the demands of their family with the demands of their workplace, and 2) these employees had more efficient work from home setups.

Changing the way that we communicate is also incredibly important for remote work success. Remote workers must be able to effectively communicate with each other and their clients through means other than face-to-face, such as through email, phone, text messaging, instant messaging, and video conferencing. Communication gaps have been largely cited as a reason for productivity declines associated with remote work, with current research focusing on better understanding the relationships between communication and remote work outcomes. 

One study tested the relationship between three communication variables: communication quality, communication frequency, and supervisor-set communication expectations, along with two indicators of remote worker success: performance and wellbeing/burnout. They found that while the frequency and quality of communication are both associated with increased productivity, only frequent communication led to burnout. These results suggest that, rather than focusing on communication frequency, employers should focus on improving the quality of communication and setting expectations with their employees early on. In the future, it will also be important to test the effectiveness of different communication strategies in different contexts - for example when to send an email versus video call - and use this information to help drive communication expectation setting. 

What can employers do in the future?

Despite the mixed impacts of remote work on productivity and employee wellbeing, employers should not dismiss remote work as a permanent work arrangement. While initial decreases in productivity may be alarming, it will be worth it for employers to collect data on what is driving these differences in productivity amongst their employees to optimize working conditions. Employers can assist their employees in building adequate work from home setups, providing flexibility in the initial stages of remote work, and setting communication expectations from the beginning. Further, future research should look at what factors help to improve the quality of employee communication, to avoid burnout or a lack of sense of belonging amongst employees. Regardless of the initial growing pains of working from home, a high percentage of employees have expressed interest in continued remote work following the pandemic, and therefore finding ways to meet the needs of these employees will be critical to ensuring long-term employee wellbeing and productivity.

References +

Donati et al. Not all remote workers are similar: Technology acceptance, remote work beliefs, and wellbeing of remote workers during the second wave of the COVID-19 pandemic. International Journal of Environmental Research and Public Health. (2021). Access the original scientific publication here.

Kitagawa et al. Working from home and productivity under the COVID-19 pandemic: Using survey data of four manufacturing firms. PLOS one. (2021). Access the original scientific publication here.

Salgado de Snyder et al. Occupational stress and mental health among healthcare workers serving socially vulnerable populations during the COVID-19 pandemic. Frontiers in Public Health. (2021). Access the original scientific publication here.

Shockley et al. Remote worker communication during COVID-19: The role of quantity, quality, and supervisor expectation-setting. Journal of Applied Psychology. (2021). Access the original scientific publication here.