TNR2013 David Rock, The Neuroscience of Engagement


Published on

Published in: Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

TNR2013 David Rock, The Neuroscience of Engagement

  1. 1. © David Rock 2013 www.NeuroLeadership.Com 1Annual Summit(& ongoing knowledge sharing)Journal Post-Graduate & MastersDegrees in NeuroLeadershipInforming leadership development, coaching, change management, learning.Self-funding research and education.The neuroscience of:• Making decisions & solving problems• Staying cool under pressure• Collaborating with others• Facilitating changeDavis & Rock, 2012Organization3. AppliedStudies2. SummaryFrameworks1.  LaboratoryStudiesDavis & Rock, 2012
  2. 2. © David Rock 2013 www.NeuroLeadership.Com 2Neuroscience of High PerformanceNeuroscience of EngagementNeuroscience of TransitionsNeuroscience of Quality ConversationsNeuroscience of Organizational ChangeAssess pilot error in the cockpit based on cognitive loadImpact of mindfulness training on high school studentsTeach attentive focus to mine workers to avoid fallsBrain imaging of Korean leaders during apologyLevel ofImportanceIndividual Line manager Manager of managers ExecutiveSelf & socialawarenessTechnicalskillsCapacity forself & socialawareness1.  We hire & promote goal-focused leaders2.  Being goal-focused switches off people circuits3.  High cognitive load reduces mentalizing
  3. 3. © David Rock 2013 www.NeuroLeadership.Com 3A heightened emotional connection that an employee feelsfor his or her organization, that influences him or her toexert greater discretionary effort to his or her work.(Conference Board 2006)A combination of commitment to the organisation and itsvalues, plus a willingness to help out colleagues(organisational citizenship). It goes beyond job satisfactionand is not simply motivation. Engagement is somethingthe employee has to offer: it cannot be required as part ofthe employment contract.(CIPD, 2008)1.  The neural basis of engagement2.  The drivers that impact engagement3.  Levels of engagement from a neural perspective4.  The effect of engagement on the brain5.  Measuring engagement biologically6.  Insights on improving engagementAwayThreatTowardRewardRock (2008)
  4. 4. © David Rock 2013 www.NeuroLeadership.Com 4AwayThreatTowardRewardRock (2008)More cognitive resources (Arnsten)More insights (Jung-Beeman)More ideas for actions (Frederickson)Fewer perceptual errorsWider field of view• Increased motor functions• Reduced working memory• Reduced field of view• Generalizing of threats•  Erring on the side of pessimismFriedman & FörsterSmall threats have a big impact…"COGNITIVE NETWORKS: Includes PFC and lateral PFC.LIMBIC SYSTEM: Includes striatum, amygdala, central/autonomic nervous system.SOCIAL NETWORK: Self and social circuits including the medial PFC.SELF-REGULATION NETWORK: Regulating both cognition and emotion, ACC.LEARNING AND HABIT CIRCUITS: Working memory, memory, basal ganglia.
  5. 5. © David Rock 2013 www.NeuroLeadership.Com 5COGNITIVE NETWORKS: Inattention. Wandering. Mistakes made.LIMBIC SYSTEM: Highly/low aroused, overactive.SOCIAL NETWORK: Misconnection.SELF-REGULATION NETWORK: Dysfunction.LEARNING AND HABIT CIRCUITS: Distracted, Disrupted.Overall: less resources available.COGNITIVE NETWORKS: Focused, not distracted easily.LIMBIC SYSTEM: Reward state.SOCIAL NETWORK: Able to read self and others well.SELF-REGULATION NETWORK: Well resourced, more effective.LEARNING AND HABIT CIRCUITS: Lots of resources for learning.Overall: Optimal and flow state.AwayThreatTowardRewardActively disengaged DisengagedEngaged Deeply engagedNeutral-100 0 +100Our best and worst moments are socialPositive social traits trump bad health habitsWhy heavy drinkers outlive non drinkersCollective intelligence is more social than IQ based
  6. 6. © David Rock 2013 www.NeuroLeadership.Com 6Cyberball And then….Social pain = physical painAwayThreatTowardRewardRock (2008)
  7. 7. © David Rock 2013 www.NeuroLeadership.Com 712345Izuma et al., 2008Having a good reputation=Winning moneyThe brain is a prediction machine.Uncertainty arouses the limbic system.
  8. 8. © David Rock 2013 www.NeuroLeadership.Com 8The brain likes to be able to predictand have a say in the future.A feeling of having a choicedramatically impacts stress levels.Being able to chooseis more rewardingand activates rewardbrain regions.Leotti & Delgado, 2011Friend or foeTrust or distrustConnect or don’t connectFoe is the defaultLiking people in yourown group (anddisliking people in theout-group) is reflectedin brain activity.Van Bavel et al., 2008
  9. 9. © David Rock 2013 www.NeuroLeadership.Com 9Rock & Cox, 2012PerceptionEmpathyMotivationsBrain regions associated with primaryrewards – food, pleasant touch or pleasantmemories, money, a picture of a loved one -those same regions were active whenpeople received fair offers, compared tounfair offers of equal level.Golnaz Tabibnia, UCLAAwayThreatTowardRewardRock (2008)AwayThreatTowardRewardRock (2008)
  10. 10. © David Rock 2013 www.NeuroLeadership.Com 10• Engagement• Leadership practices• Motivation & incentives• Managing performance, feedback, coaching• Teams & collaboration• Organizational changePredictive(Before)Rock & Cox, 2012Regulatory(During)Explanatory(After)Leadership eventHow brain research helpsMeasure engagementA: Self reportB: Bio markers:fMRIEEGCortisol levelsSkin conductanceHeart rate variabilityOtherHow to increase engagementStatus: Recognize incremental growth, change the comparisonsCertainty: Find the patterns, normalize, over-communicateAutonomy: Provide choices, give parametersRelatedness: Connect people together, reduce social threatFairness: Be transparent
  11. 11. © David Rock 2013 www.NeuroLeadership.Com 11Neuroscience provides a new theoretical framework for engagement.Engagement is more than an idea, it has a real biological impact.More accurate measurement and interventions may be possible.•  88% increase in engagement•  96% better prepared to lead change•  500% increase in coaching effectiveness•  17:1 return on investmentLearning about your brain can be addictive.We think it’s a positive addiction.With similar benefits to mindfulness"•  Education up to Masters"•  Summits & Recordings"•  Journals""•  Leadership development programs"•  Coach Certification Programs

  12. 12. © David Rock 2013 www.NeuroLeadership.Com 12ResourcesBooks: Your Brain at WorkQuiet LeadershipCoaching with the Brain in MindPapers: SCARF 2008 & 2012, Neuroscience of EngagementManaging with the brain in mindEmail: David@NeuroLeadership.orgTwitter: davidrock101Blogs:, Huffington post, HBR,