David Rock: Your Brain at WorkWe Read For You – November 2010
Context of YBAW "•  Different acts featuring Emily and Paul•  Take 1 versus Take 2•  Real life examples•  The neuroscience...
Content YBAW"   ACT 1: Problems and decisions   ACT 2: Staying cool under pressure   ACT 3: Collaborating with others   AC...
Content YBAW"   ACT 1: Problems and decisions   ACT 2: Staying cool under pressure   ACT 3: Collaborating with others   AC...
Working memory limitations"                              Understand                              Decide                   ...
Working memory vs. hardwiring"                    Working memory        Several pieces of information at once             ...
Working memory limitations"        1.  Energy intensive        2.  Small        3.  Serial        4.  Fussy
Working memory limitations"
Working memory limitations"   “We have a limited bucket of resources for activities  like decision making and impulse cont...
Three levels of thinking"          Level 1: Deleting emails       Level 2: Scheduling a meeting          Level 3: Writing ...
Working memory exercise"              10 + 10 = ?              15 + 15 = ?             100 + 120 = ?             550 + 550...
The morning email overwhelm"   •  Goldilocks inside us   •  The Stage   •  The actors
A project that hurts to think about"    •  Stage is small    •  To many maps competing    •  Chunking    •  Choose your ac...
Juggling five things at once"    •  One role at a time    •  Impact of doing to much    •  Get audience involved – Basal Ga...
Saying no to distraction"    •  Always on technology    •  Internal distractions    •  Novelty – Anterior Cingulate Cortex...
VoluntaryBrain signal              Desire to move             Movement                                         Veto power ...
The zone of peak performance"   Inverted U           Performance                         Arousal
The Zone of peak performance"   •  Getting interested   •  To much arousal is not a good   •  Arousal is individual   •  J...
Getting past the roadblock"    •  Insights the engine of the economy    •  Going unconscious    •  Impasse    •  Distant c...
Most problems arenʼt solved rationally"     In the lab, 60% of problems are solved       in a way that people can’t explain
Where do insights come from?"     “…variables that improve the ability to     detect weak associations may improve        ...
CRA problems"           cracker - fly - fighter          safety - cushion - point              fish - mine - rush         ...
Content YBAW"   ACT 1: Problems and decisions   ACT 2: Staying cool under pressure   ACT 3: Collaborating with others   AC...
Dr Daniel Siegal Hand model of the brain"
The skittish limbic system"
Limbic threat response"     •    Psychological = physical threats     •    Generalizes more     •    Errs on the side of p...
Bad is stronger than good"   Away                                 Toward                                        Reward   T...
Friedman & Förster
Over-arousal – derailed by drama" •  Reduction in resources •  Director goes missing •  Pessimism versus optimism
Uncertainty and Autonomy" •  The only certainty is more uncertainty •  Autonomy and the perception of control •  Making ch...
How to stay cool…"             1.  Labeling           2.  Reappraisal           3.  Mindfulness
Expectations getting out of control" •  What you expect is what you experience •  Placebo •  Neurochemistry of under-promi...
Content YBAW"   ACT 1: Problems and decisions   ACT 2: Staying cool under pressure   ACT 3: Collaborating with others   AC...
SCARF model"
SCARF model"              Status – The battle for status   Your brain is constantly monitoring your status in any   group....
SCARF model"         Certainty - Maintaining the status quo Any time we experience some uncertainty we get a limbic system...
SCARF model"                         Autonomy   The brain likes to predict and have a say in the future.  When an individu...
SCARF model"      Relatedness – Turning enemies into friends  When you connect with people you like or can trust you  get ...
SCARF model"        Fairness – When everything seems unfair  Everyone likes to feel that they have been dealt with in a   ...
Content YBAW"   ACT 1: Problems and decisions   ACT 2: Staying cool under pressure   ACT 3: Collaborating with others   AC...
Attention changes the brain"    The mental act of focusing attention holds in     place brain circuits associated with wha...
The problem with problems"     Focusing on a problem hardwires it – stop          thinking about a pink elephant
Attention changes the brain"            Attention density:      Quality and quantity of attention
The trouble with feedback - CPF vs. FPC"       Constructive Performance Feedback          Facilitating Positive Change
Change is hard"             The power of focus                  Safety first                   SCARF              Keeping ...
Attention changes the brain"             Video Brainplacticity
Resources"Books:Quiet Leadership - David Rock (Collins, 2006)Coaching with the Brain in Mind - Rock & Page (Wiley, July 20...
Final insights and questions"   What have been your main insights from today?     What two things will you now do differen...
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Your Brain at Work

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It is possible not only to survive in today's overwhelming work environment, but to succeed in it - and still feel energised and accomplished at the end of the day.

Join this session of We Read For You, where Mary-Joe Emde presented Your Brain at Work, a book by David Rock that takes readers inside the heads - literally - of a modern married couple who both have careers as they mentally process their workday to reveal how we can better organise, prioritise and manage our daily lives.

Published in: Business

Transcript of "Your Brain at Work"

  1. 1. David Rock: Your Brain at WorkWe Read For You – November 2010
  2. 2. Context of YBAW "•  Different acts featuring Emily and Paul•  Take 1 versus Take 2•  Real life examples•  The neuroscience behind Emily and Paul’s behaviors
  3. 3. Content YBAW" ACT 1: Problems and decisions ACT 2: Staying cool under pressure ACT 3: Collaborating with others ACT 4: Facilitating change
  4. 4. Content YBAW" ACT 1: Problems and decisions ACT 2: Staying cool under pressure ACT 3: Collaborating with others ACT 4: Facilitating change
  5. 5. Working memory limitations" Understand Decide Recall Memorize Inhibit
  6. 6. Working memory vs. hardwiring" Working memory Several pieces of information at once Versus Trillions of pieces of information
  7. 7. Working memory limitations" 1.  Energy intensive 2.  Small 3.  Serial 4.  Fussy
  8. 8. Working memory limitations"
  9. 9. Working memory limitations" “We have a limited bucket of resources for activities like decision making and impulse control, and when we use these up, we don’t have as much for the next activity.” Dr. Roy Baumeister
  10. 10. Three levels of thinking" Level 1: Deleting emails Level 2: Scheduling a meeting Level 3: Writing a pitch
  11. 11. Working memory exercise" 10 + 10 = ? 15 + 15 = ? 100 + 120 = ? 550 + 550 = ? ?????
  12. 12. The morning email overwhelm" •  Goldilocks inside us •  The Stage •  The actors
  13. 13. A project that hurts to think about" •  Stage is small •  To many maps competing •  Chunking •  Choose your actors carefully
  14. 14. Juggling five things at once" •  One role at a time •  Impact of doing to much •  Get audience involved – Basal Ganglia •  Order •  Attention
  15. 15. Saying no to distraction" •  Always on technology •  Internal distractions •  Novelty – Anterior Cingulate Cortex •  Ventrolateral Prefrontal Cortex
  16. 16. VoluntaryBrain signal Desire to move Movement Veto power 0.3 sec 0.2 sec Half a second Libet (1983)
  17. 17. The zone of peak performance" Inverted U Performance Arousal
  18. 18. The Zone of peak performance" •  Getting interested •  To much arousal is not a good •  Arousal is individual •  Just right - flow
  19. 19. Getting past the roadblock" •  Insights the engine of the economy •  Going unconscious •  Impasse •  Distant connections •  Awareness
  20. 20. Most problems arenʼt solved rationally" In the lab, 60% of problems are solved in a way that people can’t explain
  21. 21. Where do insights come from?" “…variables that improve the ability to detect weak associations may improve insight solving.” Mark Beeman, NeuroLeadership Journal, Edition 1
  22. 22. CRA problems" cracker - fly - fighter safety - cushion - point fish - mine - rush river - note - account water - mine - shaker home - sea – bed force - line - mail down - question - check
  23. 23. Content YBAW" ACT 1: Problems and decisions ACT 2: Staying cool under pressure ACT 3: Collaborating with others ACT 4: Facilitating change
  24. 24. Dr Daniel Siegal Hand model of the brain"
  25. 25. The skittish limbic system"
  26. 26. Limbic threat response" •  Psychological = physical threats •  Generalizes more •  Errs on the side of pessimism •  Impacts working memory •  Derailed by drama •  Drowning amid uncertainty (SCARF) •  Expectations out of control
  27. 27. Bad is stronger than good" Away Toward Reward Threat Run away – walk towards
  28. 28. Friedman & Förster
  29. 29. Over-arousal – derailed by drama" •  Reduction in resources •  Director goes missing •  Pessimism versus optimism
  30. 30. Uncertainty and Autonomy" •  The only certainty is more uncertainty •  Autonomy and the perception of control •  Making choices - reappraisal
  31. 31. How to stay cool…" 1.  Labeling 2.  Reappraisal 3.  Mindfulness
  32. 32. Expectations getting out of control" •  What you expect is what you experience •  Placebo •  Neurochemistry of under-promising •  Create the right expectations
  33. 33. Content YBAW" ACT 1: Problems and decisions ACT 2: Staying cool under pressure ACT 3: Collaborating with others ACT 4: Facilitating change
  34. 34. SCARF model"
  35. 35. SCARF model" Status – The battle for status Your brain is constantly monitoring your status in any group. It literally assigns you a number in that group. When you feel like you’re going up in status you start to feel some of the ‘toward’ emotions.
  36. 36. SCARF model" Certainty - Maintaining the status quo Any time we experience some uncertainty we get a limbic system response. In other words, we experience more of the ‘away’ emotions.
  37. 37. SCARF model" Autonomy The brain likes to predict and have a say in the future. When an individual feels there is some choice in a given situation, then they’re more likely to experience ‘toward’ emotions.
  38. 38. SCARF model" Relatedness – Turning enemies into friends When you connect with people you like or can trust you get a decrease in the stress hormone ‘cortisol’ and an injection of the ‘feel good’ hormone dopamine. In other words, you experience more ‘toward’ emotions.
  39. 39. SCARF model" Fairness – When everything seems unfair Everyone likes to feel that they have been dealt with in a fair manner. When we feel that we have been treated unfairly, for example in a pay review, we experience ‘away’ emotions.
  40. 40. Content YBAW" ACT 1: Problems and decisions ACT 2: Staying cool under pressure ACT 3: Collaborating with others ACT 4: Facilitating change
  41. 41. Attention changes the brain" The mental act of focusing attention holds in place brain circuits associated with what is focused on.
  42. 42. The problem with problems" Focusing on a problem hardwires it – stop thinking about a pink elephant
  43. 43. Attention changes the brain" Attention density: Quality and quantity of attention
  44. 44. The trouble with feedback - CPF vs. FPC" Constructive Performance Feedback Facilitating Positive Change
  45. 45. Change is hard" The power of focus Safety first SCARF Keeping attention
  46. 46. Attention changes the brain" Video Brainplacticity
  47. 47. Resources"Books:Quiet Leadership - David Rock (Collins, 2006)Coaching with the Brain in Mind - Rock & Page (Wiley, July 2009)Your Brain at Work - David Rock (Harper Business, October 2009)Other resources:www.NeuroLeadership.org - summit, graduate certificate, journalWorkplaceCoaching.com - brain-based coaching programsDavidRock.net - blog, interviews, audio, articles, research
  48. 48. Final insights and questions" What have been your main insights from today? What two things will you now do differently?

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