Organizational Learning:The Right Brain Way<br />Knowledge Alone is Not Enough<br />David Kaiser, PhD<br />1<br />
Our Struggle<br />We give employees knowledge & tools to make them more productive and empowered…<br />but many of them do...
Our Response<br />We try new ways of presenting the knowledge:<br />Different media<br />Online<br />Instructor-led<br />W...
The Problem:<br />We try new ways of presenting the knowledge…<br />But knowledge is NOT enough<br />
Knowledge <br />If knowledge were sufficient to make change…<br />No one would smoke<br />No one would use drugs<br />Ever...
Who decides?<br />The rational “left brain” is the consumer of knowledge…<br />But the emotional, values-driven “right bra...
WHY first, then HOW<br />We tend to skip the WHY and go right to HOW without making the case first<br />
So Make the Right Brain Your Friend!<br />Make the PAIN and the GAIN, of the “old way” and the “new way” explicit & powerf...
PAIN & GAIN<br />We put off change because the immediate PAIN outweighs the long-term GAIN<br />Examples? <br />
PAIN & GAIN: Reframe<br />Think of a change you want to make<br />What is the PAIN and GAIN now?<br />Reframe it to get a ...
Creating PAIN & GAIN<br />Ask them to describe, in detailed, sensory, emotional language the current PAIN, the future PAIN...
Limiting Beliefs<br />Learning is EASY…the real work is UNLEARNING<br />Until we UNLEARN limiting beliefs, the real LEARNI...
Limiting Beliefs<br />Examples:<br />“I’m not organized…I’m creative!”<br />“All really good sales people are sleazy”<br /...
Getting at Limiting Beliefs<br />Ask your participants: <br />What’s the payoff for not changing?  <br />Let them “gripe” ...
Replacing Limiting Beliefs<br />Once their limiting beliefs are on the table, challenge them, then replace them!<br />“How...
Insert your content here…(HOW)<br />Now that they have a compelling desire for change, and they are aware of their limitin...
Support & Accountability<br />It takes time for new feelings, beliefs and actions to become familiar habits<br />The “old ...
Support & Accountability: Making it Stick<br />Accountability buddy - check in<br />Informal reward and / or punishment sy...
Recap<br />PAIN & GAIN (WHY)<br />Limiting beliefs (WHY NOT)<br />Insert your content here…(HOW)<br />Support & accountabi...
References<br />How We Decide, Jonah Lehrer<br />Descartes’ Error, AR Damasio<br />“The role of emotion in decision-making...
About Us<br />David Kaiser, PhD, Executive Coach and CEO of Dark Matter Consulting (www.DarkMatterConsulting.com), is a le...
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Right Brain Training

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Human beings make decisions to act (behave) based on beliefs and emotions. Training programs which seek to change behavior must appeal to our beliefs and emotions.

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  • tell them what to do, show them what to do, maybe even let them practice it…
  • More often than not, we KNOW what to do, the problem is we don’t do it.
  • More often than not, we KNOW what to do, the problem is we don’t do it.
  • Smoking, flossing, overeating, getting organized, procrastination, exercise, yelling at employees, having “tough conversations”Use work examples: are we tired of being seen as a “nice to have” and getting let go during recessions? Wouldn’t it be great to be in the C-suite for real?
  • Do an example or two here. i.e., you are not going to quit smoking because it is “bad for your health,” you are going to quit because you don’t want to be wheeled around, strapped to an oxygen tank, at your daughter’s wedding or grandchild’s birth, or because you want to feel ten feet tall and bullet-proof after completing a triathlon!
  • We are removing the WHY NOTs
  • Do an example or two here.
  • This way you remove the WHY NOT
  • This way you remove the WHY NOT
  • Marathoners have training partners12 step programs have sponsorsWeight watchers uses a buddy system
  • Different for each individualIn time it becomes more and more automatic
  • Right Brain Training

    1. 1. Organizational Learning:The Right Brain Way<br />Knowledge Alone is Not Enough<br />David Kaiser, PhD<br />1<br />
    2. 2. Our Struggle<br />We give employees knowledge & tools to make them more productive and empowered…<br />but many of them don’t change their behavior…<br />so we feel frustrated & ineffective (and our jobs are on the line in a recession!)<br />
    3. 3. Our Response<br />We try new ways of presenting the knowledge:<br />Different media<br />Online<br />Instructor-led<br />Webinars<br />Latest techniques<br />Make it Engaging<br />“Razzle Dazzle!”<br />
    4. 4. The Problem:<br />We try new ways of presenting the knowledge…<br />But knowledge is NOT enough<br />
    5. 5. Knowledge <br />If knowledge were sufficient to make change…<br />No one would smoke<br />No one would use drugs<br />Everyone would use “best practices” <br />Time management<br />People management<br />Sexual harassment and diversity policies<br />Interpersonal skills<br />
    6. 6. Who decides?<br />The rational “left brain” is the consumer of knowledge…<br />But the emotional, values-driven “right brain” really makes the decisions, and it is not swayed by knowledge<br />
    7. 7. WHY first, then HOW<br />We tend to skip the WHY and go right to HOW without making the case first<br />
    8. 8. So Make the Right Brain Your Friend!<br />Make the PAIN and the GAIN, of the “old way” and the “new way” explicit & powerful (WHY)<br />Remove / replace limiting beliefs (WHY NOT)<br />Insert your content here…(HOW)<br />Create support & accountability until the change is a habit (reinforce both HOW and WHY)<br />
    9. 9. PAIN & GAIN<br />We put off change because the immediate PAIN outweighs the long-term GAIN<br />Examples? <br />
    10. 10. PAIN & GAIN: Reframe<br />Think of a change you want to make<br />What is the PAIN and GAIN now?<br />Reframe it to get a compelling emotional or values-based vision for the change. <br />
    11. 11. Creating PAIN & GAIN<br />Ask them to describe, in detailed, sensory, emotional language the current PAIN, the future PAIN they want to avoid, and the future GAIN they want<br />Get them to SEE it, HEAR it, FEEL it strongly<br />
    12. 12. Limiting Beliefs<br />Learning is EASY…the real work is UNLEARNING<br />Until we UNLEARN limiting beliefs, the real LEARNING will be slow. <br />Often, we’re not even aware of our beliefs!<br />
    13. 13. Limiting Beliefs<br />Examples:<br />“I’m not organized…I’m creative!”<br />“All really good sales people are sleazy”<br />“I can’t say what I think, people won’t like me (or I’ll get fired)”<br />What are your limiting beliefs?<br />
    14. 14. Getting at Limiting Beliefs<br />Ask your participants: <br />What’s the payoff for not changing? <br />Let them “gripe” or complain out loud<br />Complete the sentence – “I’m not organized, I’m _______”<br />
    15. 15. Replacing Limiting Beliefs<br />Once their limiting beliefs are on the table, challenge them, then replace them!<br />“How much more creative could you be if you didn’t waste time looking for stuff you can’t find?”<br />
    16. 16. Insert your content here…(HOW)<br />Now that they have a compelling desire for change, and they are aware of their limiting beliefs, they are much more receptive to the knowledge, the HOW, that you want to present<br />
    17. 17. Support & Accountability<br />It takes time for new feelings, beliefs and actions to become familiar habits<br />The “old ways” will keep popping up<br />Participants need the to be reminded about the PAIN and GAIN, and their beliefs<br />
    18. 18. Support & Accountability: Making it Stick<br />Accountability buddy - check in<br />Informal reward and / or punishment system<br />Daily checklist<br />Write it into the development plan / goals<br />Reminders:<br />Pictures<br />Affirmations / mantras / cheers!<br />Symbols<br />
    19. 19. Recap<br />PAIN & GAIN (WHY)<br />Limiting beliefs (WHY NOT)<br />Insert your content here…(HOW)<br />Support & accountability (reinforce HOW & WHY)<br />
    20. 20. References<br />How We Decide, Jonah Lehrer<br />Descartes’ Error, AR Damasio<br />“The role of emotion in decision-making: Evidence from neurological patients with orbitofrontaldamage,” Antoine Bechara, Brain and Cognition 55 (2004) 30–40<br />
    21. 21. About Us<br />David Kaiser, PhD, Executive Coach and CEO of Dark Matter Consulting (www.DarkMatterConsulting.com), is a learning and development executive with expertise in leadership coaching and corporate training. <br />We use coaching, training and program management skills to help our clients finish their critical projects. <br />Our clients are high-potential leaders at consulting firms and digital media agencies, who have projects that are bogged down and stuck. <br />Dave has 20 years of corporate and academic experience, has lived in Russia and Poland, and holds a top secret clearance from the U.S. Government.  <br />

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