Contemporary research in neuroscience provides new insights into the deeply social nature of the human brain and its importance for how we get things done at work. The emerging practice of NeuroLeadership (a term coined by Dr. David Rock) incorporates the most recent findings from neuroscience research with the latest in leadership theory.
This workshop will explore the brain science of social interactions, why they matter so much and why change is often so difficult. The SCARF brain-based model for collaborating with and influencing others will be introduced. We’ll look at how our brains respond when we interact with other people and how this knowledge can be applied to boost performance.
Key outcomes will be to improve everyday coaching conversations and to learn to strategically apply science to human performance.
http://concentricleadership.com
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NeuroLeadership in Organization Development
1. Neuroleadership
What Brain Science Teaches Us
About Leadership
Presented to OD Network WNY
May 15, 2014
Matilda Lorenzo, SPHR
Concentric Leadership Partners
www.concentricleadership.com
http://concentricleadership.com
3. Objectives
• Learn how science impacts leadership
• Understand why change resistance is
so strong and what can be done
• Gain insights that help shift from
resistance to engagement
• Gain an introduction to the SCARF
model – a communications approach
• Become more self-aware
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4. Neural basis of leadership
and change management
practices
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5. Why is Change So Difficult?
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6. What is Neuroleadership?
• Decision-making and problem-solving
• Emotional regulation
• Collaborating
• Facilitating change
http://concentricleadership.com
7. Dr. David Rock • Australian Author of Quiet
Leadership: Six Steps to
Transforming Performance atWork
and Your Brain atWork.
• Coined term "Neuroleadership”
• Cofounder of Neuroleadership
Institute, a global initiative
bringing together neuroscientists
and leadership experts to build a
new science for leadership
development.
http://concentricleadership.com
8. 6 Insights about the Brain
1. The brain is a connection machine
2. Up close, no two brains are alike
3. Hardwires everything it can
4. Hardwiring drives automatic perception
5. Practically impossible to deconstruct
our old wiring
6. We can create new wiring
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9. Connection Machine
Focusing the mind on
identifying and creating new
leadership behavior, rather than
continuing with the same old
habits, can actually create
chemical and physical changes
in your brain.
http://concentricleadership.com
10. Connection Machine
Constantly making connections -
millions per second
Seeks to understand new info by
comparing it to existing maps
Impasse happens when we can’t
reconcile the maps
Repeated until resolved
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11. No 2 Brains Alike
• There is no clear pattern across brains
• We all think differently
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13. Perception driven by
hard-wiring
Every brain sees the world differently,
based on its’ hardwiring.
Chemical response of our perceptions
– reward + dopamine, threat = cortisol
and affects behavior and thinking
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14. Changing old wiring is difficult
The more attention we give
any connection, the more
connections are deepened in
the brain.
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15. Creating new wiring is easy
• Constantly create new maps.
• Reconcile dilemmas by creating
new maps.This occurs in a
moment of insight – “aha”
• Can become hardwiring with
enough attention and positive
feedback.
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29. Social Pain
• Social and physical pain share same circuitry
• Social rejection = physiological pain
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30. The Biology of Engagement
Minimize Danger
Maximize Reward
Organizing principle
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31. Fear - Stronger than Motivation
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32. When threatened, the increased
overall activation in the brain
inhibits people from perceiving the
more subtle signals required for
solving non-linear problems,
involved in the insight or “aha!”
experience
(Subramaniam et al, 2007).
http://concentricleadership.com
33. And … with the amygdala activated,
the tendency is to generalize more,
which increases the likelihood of
accidental connections.
There is a tendency to err on the safe
side, shrinking from opportunities, as
they are perceived to be more
dangerous. People become more
likely to react defensively to stimuli.
http://concentricleadership.com
34. Meeting expectations
generates an increase
in dopamine levels in
the brain, a reward
response (Schultz, 1999).
.
Going back
to a well-
known place
feels good
because the
mental maps
of the
environment
can be easily
recalled.
http://concentricleadership.com
37. Increasing Status
• Status can be increased
without cost to others of an
effect on relatedness
• Playing against oneself
• Changes the community
one focuses on
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38. Reducing status threat
When threatened,
people may defend a
position that doesn’t
make sense, to avoid
the perceived pain of a
drop in status.
http://concentricleadership.com
39. The human resistance to
change is really … the
human resistance to pain.
http://concentricleadership.com
40. Certainty
The brain likes to be able to predict
and have a say in the future.
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41. Even a small amount of
uncertainty generates
an ‘error’ response in
the orbital frontal
cortex (OFC).
.This takes attention away from one’s
goals, forcing attention to the error
(Hedden, Garbrielli, 2006)
http://concentricleadership.com
42. Autonomy
The brain likes to be
able to predict.
A feeling of having a
choice dramatically
reduces stress levels
http://concentricleadership.com
43. “Even if we have the
illusion that we are in
control, our cognitive
functions are
preserved.”
Amy Arnsten, Professor of
Neurobiology, Yale Medical School
http://concentricleadership.com
47. Threat = Away State
DISENGAGEMENT
• Reduction in cognitive resources
• Decrease in prefrontal cortex
capacity
• More narrow field of view
• Generalize to other areas
• Erring on the side of pessimism
• Decrease in creativity
http://concentricleadership.com
48. Reward = Toward State
ENGAGEMENT
Access to cognitive resources (Amy Arnsten)
More creative ideas (Barbara Fredericson)
More insights (Mark Jung-Beeman)
Able to see more and take in more info
Decrease in mistakes
Increase in collaboration
Increase in dopamine levels
http://concentricleadership.com
49. What Does this Mean For Leaders?
The workplace is a social system, not just
a contract where labor is exchanged for
a paycheck.
Commitment, engagement levels and
performance are profoundly impacted
by the social context of the workplace
http://concentricleadership.com
50. What Leaders Can Do
• Create shared goals
• Focus on linking rather than ranking –
connect people together
• Focus on how people are improving
• Be more transparent & over-
communicate
• Increase feeling of “being valued” and
on the same team
• Give choices
• Provide clear expectation
http://concentricleadership.com
52. Compounding Threat
Leaders can activate the
threat response in multiple
domains
Creates a powerful inability
to think differently, take a
novel perspective or stay
attuned to the vision
http://concentricleadership.com
55. What Science Tells Us Works
• A toward state … reducing threat
• Helping people come to their own insights
• Leading with the social brain in mind
• Focus on the “attention” to solutions and
new habits
• A quiet brain
• Self awareness
• Emotion regulation
http://concentricleadership.com
57. “The ability to
intentionally address
the social brain in the
service of optimal
performance will be a
distinguishing
leadership capability
in the years ahead.”
- David Rock
http://concentricleadership.com
58. “Brain development is the same
as leadership development.”
~ Dr. Paul McDonald ddd
http://concentricleadership.com
Pierre Balthazard, associate professor and the principal investigator of The Neuroscience of Leadership Project at Arizona State University - Leaders who work to ensure that people feel included vs. rejected create workplaces that promote healthy collaboration and better overall performance.