Brain Based Change Management

Transcription

1 Brain Based Change Management PMI Mile Hi Chapter December 2, 2017 Vanita Bellen Executive Coach and Leadership Consultant True North Coaching and Facilitation

2 Vanita Bellen, MHSc, PHR, SHRM-CP, PCC True North Leadership Coaching and Facilitation 190 E. 9 th Ave. Suite 190F Denver, CO vanita@truenorthleadershipcoaching.com We skillfully guide individuals, teams and organizations to align skills, mindset and performance to fulfill their potential and place them on a path to success. Our unique learning and development approach, informed by neuroscience, psychology, systems science, change principles and world class leadership theory and practices, points our clients to see a new direction.

3 What We Know About Changing Human Behavior

4 Behaviorism Doesn t Work Present the right incentives and the desired change will occur Carrot and Stick No evidence that this approach succeeds in the long run

5 Humanism Is Overrated Self esteem, values, and emotional needs are leveraged to change behavior Reach potential through self actualization (Maslow) Build trust; use persuasion Give feedback but do it politely Problems: 1) Telling 2) Something is wrong with you

6 How the nervous systems develops, its structure and what it does Linked to mathematics, linguistics, engineering, chemistry, philosophy, quantum physics, psychology, biology Neuroscience Has New Answers (and asks new questions)

7 Neuroleadership (David Rock) All brains are programmed differently; dependent on our experiences so one size doesn t fit all Change is Pain Focus is power Expectation shapes reality Attention density shapes identity Leave problem behaviors in the past; focus on identifying new behaviors by using inquiry and solutions focused approach that produces insight

8 Explore Understand the relevance of neuroscience to business and leadership how emotional and social intelligence can guide and support the PM s role Recognize why change is such a challenge for the human brain Examine how brain science can help PM s move people and teams from pre contemplation to action Workshop Objectives

9 1. Knowledge of key brain regions; their functions and applications to business and leadership 2. Tool for assessing reasons for emotional resistance to change and mitigation (SCARF) 3. Coaching model to move people from resistance to problem solving (CREATE) 4. Framework for mapping a change management plan (Prochaska Change Model)

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11 Prefrontal Cortex - Our CEO Manages Executive Functions Conductor Problem Solving Reasoning Creativity Planning Aligning thoughts and actions with goals Social behavior Expressing personality Energy Sucker! 11

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16 Basal Ganglia Picks up patterns very quickly, even unconsciously Stores routines, repetitive behaviors and thoughts habit formation Highly connected to other parts of the brain memory, reward, social behavior Plays a role in motivation (to change) 16

17 Anterior Cingulate Cortex: Conflict Detector Did we get what we expected? Error detection and self correction Focuses attention to make correct response Fatigues easily 17

18 Neurons 18

19 Functional Plasticity - the brain's ability to move functions from a damaged area of the brain to other undamaged areas Structural Plasticity - the brain's ability to actually change its physical structure as a result of learning 19

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22 Mirror Neurons 22

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24 1. Neuroscience of Fear Response to physical and emotional danger Emotion is a sense of dread Response is "freeze, flight, fight, or fright (and tend-and-befriend?) Emotional fear is due to : Perceived lack of control Feelings of uncertainty Sense of unfairness Poor connectedness Loss of position or perception of self

25 Highlights- Fear Conscious fear activates the amygdala which disrupts thinking Unconscious fear also activates the amygdala The brain gives negative emotions priority for processing Fear impacts many brain regions Focusing on the pain makes it worse; negative emotions register in a way that enhances pain perception. Social support decreases pain Worry is a way of internally verbalizing the fear we are to afraid to see cognitive coping strategy Transferring negative thoughts from the left to right brain is slow in worriers inhibits problem solving

26 2. Neuroscience of Optimism Highlights Activates the reward center - even if there is no tangible reward yet! Focusing away from negative reduces amygdala activation. Less attention on pain means more attention (energy) for other functions Activates a part of the ACC that sends signal to the amygdala and displaces fear as the priority emotion Focusing on future positive events tricks the brain into thinking that positive outcomes occurred more quickly Positive emotions increase insights, flexibility and attention Mindfulness decreases amygdala activation. Attention and concentration increases (self awareness) Tip for Leaders: Have a moderate optimistic bias

27 Highlights 3. Neuroscience of Trust Amygdala registers a threat even before the threat has been clearly defined It takes milliseconds to decide if we trust someone In breach of trust the ACC turns on the amygdala which activates the reward center saying no reward is forthcoming. This goes to the motor center and slows down the actions centers The insula gets involved with breach of trust disgust

28 5. Neuroscience of Empathy Relies on Mirror Neurons we mimic the others actions The brain mirrors others intentions The brain mirrors emotions - more empathic people have greater levels of emotional perception When you are in an agreeable and comfortable situation it is more difficult to empathize with another person s suffering Empathy tends to decrease as our power/authority increases Perspective Taking different than empathy. Taking the third person perspective activates the reasoning centers. Short term memory gets involved and provides focus

29 6. Neuroscience of Fairness Unfair intentions are read by mirror neurons Monetary rewards alone are insufficient to serve as rewarding stimuli Inherent aversion to inequity - Insula When people accept unfair offers it is due to significant control by the thinking brain over the emotional brain The higher the need for social dominance the lower the activation of centers that recognize pain in others Reciprocity registers in the brain (and the gut) and affects future decisions about cooperation (so does unreciprocated) We reject rewards if we think they are unfair compare to what others have received

30 Isolation activates the ACC and takes the brain out of rest. (detects conflict) Isolation produces stress which then promotes habits that are at the expense of goal directed actions Mirror neurons are activated when we share a view/ share emotion A single positive exposure to an expert leads to long lasting positive effect on memory. The expert stimulates memory (temporal lobes), reward and trust centers

31 Task Negative Network 31

32 III. And What To Do About It

33 Acceptance Through The Brain s Organizing Principle

34 Application 1: Address Five Social Domains

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36 Application 2: Coaching Model For Resistance, Problem Solving, One on One Coaching

37 What is Coaching?

38 1. Explore someone s Current Reality, the reality of their thinking People are becoming aware of their dilemma After some thought, if you ask the right questions, they have an insight

39 Example Questions for Exploring the Current Reality "How important is this issue to you, on a scale of one to ten?" "How often do you think about this -- how many times each hour, day, or week?" "How committed to changing this issue are you, on a scale of one to ten?" "What are your main insights about this issue up to now?" "On a scale of one to ten, how confident are you that you have all the information you need to act?"

40 2. Explore Alternatives After the insight people want to do something with it, but they aren't sure what They throw around different ideas help them by asking question Helps stop people from taking the easiest path; find the best option for moving to action

41 Example questions for Exploring Alternatives: "What are some possible paths we could take from here?" "How could I best help you from here?" "How do you think we might move this insight forward?" "What are some different ways we could tackle this?" "Can you see some different angles we could look at this from?" Tip: When you are exploring alternatives, stay light and try out lots of ideas, without being attached to any. Be flexible and open-minded. Listen for people's energy, instead of worrying about what the right answer is.

42 3. Tap their Energy People are energized about doing something, but this energy won't last. Help people, through questions, take tangible actions to move their insights (and delicate new neural connections) to something that becomes a part of their thinking.

43 Example Questions for Tapping Their Energy: "Shall we focus on X and get more detailed on that?" "What specifically would you do in this situation?" "How can I best support you to turn this insight into a habit?" "Do you want to take some kind of specific action around this?"

44 Prochaska and DiClemente: Stages of Change Application 3: Bringing it Together Change Plan

45 Pre- Contemplation Stage - No Problem, No Change Goal Engage Change Agent s Role Nurturing Strategies:

46 Contemplation Stage - Ambivalent Goal Get Ready Change Agent s Role Coach (Socratic Teacher) Strategies:

47 Preparation Stage: Committed Goal - Ready Change Agent s Role Coach Strategies:

48 Action Stage Involved Goal Do It Change Agent s Role Consultant, Coach Strategies:

49 Maintenance Stage Behavior Change Goal Keep it up Change Agent s Role Consultant Strategies:

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