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Problem Solving with Chris Whipp. Presentation to The Inspired Group
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Problem Solving with Chris Whipp. Presentation to The Inspired Group

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Problem Solving with Chris Whipp. A presentation to The Inspired Group, Cambridge. …

Problem Solving with Chris Whipp. A presentation to The Inspired Group, Cambridge.

Chris Whipp gave us a fascinating insight into the relatively new world of neuroscience and how the discoveries could help us to solve problems in a different way.

When we attempt to solve problems and make decisions we generally use short cuts, mostly based on experience. Examples of this include things like making an educated guess or may be called intuition but can be less than useful when we face new situations or problems.

We all develop personal constructs based on our interpretations of our observations and experiences and as we grow older we generally go from believing something is right or wrong, black or white to realising that there are many shades of grey. This obviously makes decision making and problem solving more difficult as we become aware of more possibilities and again, as we face new situations that we can't relate back to previous experience.

One of the reasons why business decisions are more difficult now is that that technology is moving so fast and people's expectations are changing so quickly we can't rely on previous experience to see us through and need to be more flexible than ever before.

Our habits of thinking and doing lead us through theses four stages:

Unconscious incompetence - we don't know what we don't know
Conscious incompetence - we're aware of what we don't know
Conscious competence - we're aware of what we know and consciously use it
Unconscious competence - we're not consciously aware of what we know or do - it becomes second nature or instinctive.
Researchers now believe there is a firth stage which is a variation on unconscious incompetence but may be the result of complacency and so prevent further learning.

New studies show that our "always on, 24/7" world leads to overload where the brain is in automatic with not much conscious control being practiced and panic just a short step away but has also discovered a tremendous power for our brains to be re-wired and change previous ways of thinking. This is called Neuroplasticity.

What we learned is that we have an infinite capacity to solve problems when we consciously set out to do so without letting our personal constructs and previous experience interfere. However, problem solving is so seductive that one problem is quickly replaced with another and can become a hazard so care is needed!

Chris Whipp has provided content free professional coaching to a wide range of organisations and individuals predominantly at the interface between business and science over the last eight years. He is currently launching a new service aimed specifically at benefiting Owner/Managers of SME's. He is a Director of Vet Learning Ltd, encouraging and fostering the development of Best Evidence Veterinary Medical Education Programmes and has spent 17 years running a successful veterinary practice.

Published in: Business, Education

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Transcript

  • 1. Chris Whipp
  • 2.  Andy’s Kars – Andy Kent it is so easy to get complacent and self satisfied........................ till you meet someone like Andy. Then it makes one think that with health and confidence, how much more one could have been achieved with Andy's grit and determination. John A Haresnape  Becoming a stand-up comic – John Torrence  Radically rethinking business – Alan Moore  Linked In Discussion- Difficult Problems
  • 3.  Veterinary surgeon - Horizontal Development  Vertical Development  1998 – Adult & Workplace Learning  2001 – Educational Research  2003 – Masters in Learning Styles/Development of Clinical Expertise  2004 – Executive & Professional Coaching  2006 – Postgraduate Learning  2008 – Neuroscience of Leadership
  • 4.  What you get when you mix Neuroscience with Adult, Collaborative & Workplace Learning  Process  Awareness  Responsibility  Commitment  Action  Results  Niche/Different
  • 5. Providing a healthy environment for your brain Working the way your brain works naturally Training your brain to work in new ways
  • 6.  1.3kg of firm Jelly  100 Billion Neurones  Huge functional Complexity  1/60th of Bodyweight but 25% of Energy Consumption  Risk/Benefit as a governing function
  • 7.  5mm thick layer of cells covering the front of brain  Highly interconnected with rest of brain  Conscious Control  Big Brain/Little Brain
  • 8.  PFC is the stage  3 – 4 Actors onstage at any one time  Director – Executive Control  Interactive Audience; Memories, Emotions, Constructs, Habits of Thinking & Doing & Ways of Thinking
  • 9. Expertise Unconscious Incompetence Unconscious Competence Conscious Competence Conscious Incompetence Unconscious Incompetence
  • 10. Scientific Systems 350 Years 1960’s Linear Non Linear Focus on Parts Focus on Relationships Reversible Irreversible Predictable Law of unintended Outcome
  • 11.  Monkey Mind  Activity ≠ Productivity  Thought >> Behaviour >> Consequence  Little Brain or Big Brain - 0.5 Seconds  Attention/Inattentional Blindness – 10 Seconds  Multitasking  Limbic Arousal  Amydala Overload  Neuroplasticity
  • 12.  Fight or Flight  Problem Solving  Risk/Benefit
  • 13.  Staff, Stress & Focused Workforce  Lack of Executive Control  Internal Barriers  Fear  Procrastination  Attachment  Competing with Global Companies  Conflicting Beliefs incompatible with Actions  Balance of Working On/In the Business
  • 14.  Time to think  Making Things Happen  Simplicity from Complexity
  • 15.  Learning is a process not an event  An Invitation to play the Infinite Game  Email Support  Debrief
  • 16.  Status  Certainty  Autonomy  Relatedness  Fairness