Using Neuroscience & Social Psychology to Influence Compliance Behavior

Transcription

1 2018 Compliance Week Conference Using Neuroscience & Social Psychology to Influence Compliance Behavior Christopher Adkins, PhD Associate Professor, Mendoza College of Business Executive Director, Notre Dame Deloitte Center for Ethical Leadership University of Notre Dame

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3 Today s Session 1 Moments of challenge Why we stand up, and why we hesitate 2 What happens inside: how our brains process moments of challenge Two key mindsets that can help or hurt us 3 From mindsets to practice Three everyday insights for compliance professionals Slides prepared by Christopher P. Adkins - please do not copy or distribute without permission. Additional sources are noted.

4 the new normal: radical transparency extreme visibility

5 an old story of the power of (in)visibility The Ring of Gyges

6 Why do we choose (or not choose) the good?

7 The Lord of the Rings

8 the power of (in)visibility: You can t see clearly if others can t see you

9 1 Moments of challenge Why we stand up, and why we hesitate

10 Looking back on our own experience. a moment when our integrity our values were challenged

11 revisit - and re-experience - that moment scan your self scan the situation

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13 Your brain is feeling this is important, it matters - and has consequences: for me for others for the group (organization) and then anticipates the possible outcomes, risks and rewards but. often we are not accurate in predicting the future - - we may see what we want to see - avoid what we don t want to see

14 The brain s quick assessment of the challenge Gain Pain Benefits Costs Approach Avoid Engage Disengage Voice Silence

15 Making sense is confusing and complicated with People and Principles Rules and Responsibilities Winners and Losers and Ambiguity of the Present and Future So. we may want to simplify and/or escape

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17 2 Mindset 1: the emotional brain: how emotion often overrides reason

18 inside the ethical brain trains, trolleys, footbridges, and strangers (neuroscience of the mental trilogy in decision-making)

19 By Train or Bus Dilemma Greene, Joshua D., et al. "An fmri investigation of emotional engagement in moral judgment." Science (2001): You need to travel from New York to Boston in order to attend a meeting that starts at 2:00 PM. You can take either the train or the bus. The train will get you there just in time for your meeting no matter what. The bus is scheduled to arrive an hour before your meeting, but the bus is occasionally several hours late because of traffic. It would be nice to have an extra hour before the meeting, but you cannot afford to be late. Is it appropriate for you to take the train instead of the bus in order to ensure your not being late for your meeting?

20 Trolley Dilemma Greene, Joshua D., et al. "An fmri investigation of emotional engagement in moral judgment." Science (2001): You are at the wheel of a runaway trolley quickly approaching a fork in the tracks. On the tracks extending to the left is a group of five railway workmen. On the tracks extending to the right is a single railway workman. If you do nothing the trolley will proceed to the left, causing the deaths of the five workmen. The only way to avoid the deaths of these workmen is to hit a switch on your dashboard that will cause the trolley to proceed to the right, causing the death of the single workman. Is it appropriate for you to hit the switch in order to avoid the deaths of the five workmen?

21 Footbridge Dilemma Greene, Joshua D., et al. "An fmri investigation of emotional engagement in moral judgment." Science (2001): A runaway trolley is heading down the tracks toward five workmen who will be killed if the trolley proceeds on its present course. You are on a footbridge over the tracks, in between the approaching trolley and the five workmen. Next to you on this footbridge is a stranger who happens to be very large. The only way to save the lives of the five workmen is to push this stranger off the bridge and onto the tracks below where his large body will stop the trolley. The stranger will die if you do this, but the five workmen will be saved. Is it appropriate for you to push the stranger on to the tracks in order to save the five workmen?

22 Haidt, Jonathan. The happiness hypothesis: Finding modern truth in ancient wisdom. Basic Books, 2006.

23 thinking Cognition wanting the mental trilogy (LeDoux, 2003) Motivation Emotion feeling LeDoux, Joseph E. Synaptic self: How our brains become who we are. Penguin, 2003.

24 Where do we see similar neural activity? #1 #2 #3 By Train or Bus Dilemma ~ be on time ~ Trolley Dilemma ~ use switch ~ Footbridge Dilemma ~ shove/push~ Non-moral Moral Impersonal Moral Personal

25 These data also suggest that, in terms of the psychological processes associated with their production, judgments concerning impersonal moral dilemmas more closely resemble judgments concerning non-moral dilemmas than they do judgments concerning personal moral dilemmas. Greene, Joshua D., et al. "An fmri investigation of emotional engagement in moral judgment." Science (2001):

26 Where do we see similar neural activity? #1 #2 #3 By Train or Bus Dilemma ~ be on time ~ Trolley Dilemma ~ use switch ~ Footbridge Dilemma ~ shove/push~ Non-moral Moral Impersonal Moral Personal

27 Cognition Thinking how can we harness the elephant? Emotion Feeling

28 2 Mindset 2: the social brain: our deep need for social acceptance & status

29 Christopher Adkins Please do not copy or distribute without permission Additional sources are noted.

30 Human Skills still in need with the rise of AI: The evidence is clear that the most effective groups are those whose members most strongly possess the most essentially, deeply human abilities empathy above all, social sensitivity, storytelling, collaborating, solving problems together, building relationships. Christopher Adkins Please do not copy or distribute without permission Additional sources are noted.

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32 social learning (Social Psychologist Albert Bandura) we learn through observing others and modeling their behavior

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34 3 Three insights for compliance practice Power of Visible Social Norms Story-telling to Understand and Shape Culture Fighting for Others

35 4 Primary Motivations Individualism What is good for me, and my family/friends Altruism What is good for others Collectivism What is good for the group, for the organization, for society Principlism What core principles or virtues are most important to uphold

36 3 The Power of Visible Social Norms

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39 hand hygiene compliance Hand hygiene is an important factor in protecting patients from healthcare-associated infections (HAIs) [1, 2], yet reported compliance with hand hygiene averages about 38.7% with mean baseline rates ranging from 5% to 89% [1]. Intensive care units (ICUs) report lower rates of hand hygiene compliance (30% 40%) compared with other healthcare settings (50% 60%). Armellino, D., Trivedi, M., Law, I., Singh, N., Schilling, M. E., Hussain, E., & Farber, B. (2013). Replicating changes in hand hygiene in a surgical intensive care unit with remote video auditing and feedback. American journal of infection control, 41(10),

40 hand hygiene compliance 6.5% 81.6% Armellino, D., Trivedi, M., Law, I., Singh, N., Schilling, M. E., Hussain, E., & Farber, B. (2013). Replicating changes in hand hygiene in a surgical intensive care unit with remote video auditing and feedback. American journal of infection control, 41(10),

41 3 Story-telling to Understand and Shape Culture

42 how our brain learns values and culture at work

43 multiple memory systems

44 values on paper words can mean different things - and may not be lived values in practice the sharing of stories offer real examples and known exemplars

45 above the surface [what we can see and observe] organizational climate everyday experience [what we see and hear as we walk and work in our organization] signals from the leaders [what behaviors are rewarded] beneath the surface [core values, beliefs and assumptions] organizational culture stories and myths [what stories are told again and again? what are the myths?] defining moments in org history [highs and lows in our organization ]

46 short-cuts to understanding your culture Story-telling exercise 1: First Impressions describe your earliest memory of your organization living the core values? describe your earliest memory of your organization failing to live the core values?

47 short-cuts to understanding your culture Story-telling exercise 2: The Exemplar Strategy identify your bright spots in action Using a story, describe an individual who exemplifies the values of your organization in action

48 3 Fighting for Others: Making Visible What - and who - You are fighting for?

49 How Leaders Shape Culture: Model the Way By Changing the Visible Signals Work on the surface signals - what we see and do everyday change the doing [actions] change the viewing [perceptions] Slides prepared by Christopher P. Adkins - please do not copy or distribute without permission. Additional sources are noted.

50 Leading with Values What - and who - are you fighting for?

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52 Who are you fighting for?

53 Do others know what you fight for? What symbols do you show to others? Does it inspire them? How does your symbol inspire you?

54 Leading with Values What - and who - are you fighting for?

55 Today s Session 1 Moments of challenge Why we stand up, and why we hesitate 2 What happens inside: how our brains process moments of challenge Two key mindsets that can help or hurt us 3 From mindsets to practice Three everyday insights for compliance professionals Slides prepared by Christopher P. Adkins - please do not copy or distribute without permission. Additional sources are noted.

56 2018 Compliance Week Conference Using Neuroscience & Social Psychology to Influence Compliance Behavior Christopher Adkins, PhD Associate Professor, Mendoza College of Business Executive Director, Notre Dame Deloitte Center for Ethical Leadership University of Notre Dame