The Neuroscience of Change

Transcription

1 The Neuroscience of Change Dr. David Rock, Director, NeuroLeadership Institute N e u r o L e a d e r s h i p. O r g N e u r o L e a d e r s h i p. C o m NeuroLeadership Institute Annual summit (& ongoing knowledge sharing) Journal Intro through to Masters Degree in NeuroLeadership Informing leadership development, change management, learning, coaching. Self-funding research and education. What is NeuroLeadership? The neuroscience of how leaders: Make decisions & solve problems Regulate emotions Collaborate with others Facilitate change

2 What is NeuroLeadership? Organization 3. Applied Studies 2. Summary Frameworks 1. Laboratory Studies Davis & Rock, 2012 Davis & Rock, 2012 Summary frameworks Neuroscience of High Performance Neuroscience of Engagement Neuroscience of Transitions Neuroscience of Quality Conversations Neuroscience of Organizational Change Organizational change effectiveness 1995 = 30% 2000 = 30% 2005 = 30% 2010 = 30% McKinsey Quarterly, 2010

3 Why change efforts fail 39% employee resistance to change 33% management behavior does not support change 14% Other obstacles 14% inadequate resources or budget Factors in why change is still hard? Executives in the Fortune Revenue under management $123m $1.3b Relationships to manage Merryck & Co, 2012 Conference Board presentation Factors in why change is still hard? Self & social awareness Level of Importance Technical skills Capacity for self & social awareness Individual Line manager Manager of managers Executive

4 Brain-based change model 1. Create a toward state 2. Facilitate new connections 3. Embed new habits Limited conscious processing Understand Decide Recall Memorize Inhibit Three levels of thinking Level 1 Level 2 Level 3 Delete s Schedule meetings Write a business plan People Objects Concepts Seen a lot Seen a little Never seen Present Past Future

5 The brain s organizing principle Away Threat Uncertainty Problem focused Avoid Tunnel vision Interest Solution focused Approach Global view Toward Reward Data focused Disengaged Connection focused Engaged The skittish limbic system Bad is stronger than good Away Threat Toward Reward

6 Even small threats pack a punch Friedman & Förster 16 Threat responses Increase motor functioning Reduce field of view Reduce working memory Reduce insights Generalize threats Err on the side of pessimism The deeply social brain Our best and worst moments are social Positive social traits trump bad health habits Collective intelligence is more social than IQ based

7 SCARF Away Threat Status Certainty Autonomy Relatedness Fairness Toward Reward Rock (2008) Status Uncertain is stronger than bad

8 Autonomy The brain likes to be able to predict and have a say in the future. A feeling of having a choice dramatically impacts stress levels Relatedness Similar or different Trust or distrust Friend or foe In-group or Out-group Foe is the default Relatedness Perception Empathy Motivations

9 Multiplying and offsetting Away Threat Toward Reward Status Certainty Autonomy Relatedness Fairness Rock (2008) What SCARF affects Perception Cognition Memory Social cognition Working memory Immune function Collaboration Facilitating change Create a Toward state Away Threat Status Certainty Autonomy Relatedness Fairness Toward Reward

10 Brain-based change model 1. Create a toward state 2. Facilitate new connections 3. Embed new habits Why insight matters Insights are memorable, more than linear problem solving Insights change the brain in ways that it never goes back Insights create ownership of ideas & true motivation

11 3. Embed new habits Attention Generation Emotions Spacing (Davachi, Rock, Rock & Kiefer, 2010) What managers need to learn 1. How and why change is hard at a biological level 2. How to turn overwhelming threats into manageable threats 3. How to help others see the future 4. How to regulate their own and other s emotions effectively 5. How to have tough conversations 6. How to maintain attention, generation, emotion & spacing, on new circuits How brain research helps Predictive (Before) Regulatory (During) Explanatory (After) Rock & Cox, 2012 Leadership event

12 How to learn more NeuroLeadership.org Education up to Masters Summits & Recordings Journals NeuroLeadership.com Leadership development programs Brain-Based Coach Certification Programs (ICF Accredited) 34 Connecting Books: Your Brain at Work Quiet Leadership Coaching with the Brain in Mind me: Twitter: davidrock Training Programs Brain-based Coaching: Sydney: 25 July Hong Kong: 26 Sept Auckland: 1 Aug Washington DC: 9 Oct HIVE: 5 August Quiet Leadership: 7 October 36

13 Education Programs Neuroleadership 101 Virtual (4 weekly webinars), or 1-day live. 1 July (Virtual), 24 September (London), 5 November (Washington DC). Certificate in the Foundations of Neuroleadership A 6-month program. Next intake commences in November. Executive Masters in Neuroleadership A 24-month, non-degree program. Next intake commences in October. Masters in the Neuroscience of Leadership This 4-year program. Next intake commences in October. Enquiries Australia & New Zealand: Alicia Gunn (aliciagunn@neuroleadership.com) Asia: Karan Kumar (karankumar@neuroleadership.com)