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Change and the brain 2010

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Why Change is Difficult and Necessary

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Change and the brain 2010

  1. 1. 1 RESULTS: Change and the Brain
  2. 2. 2 Implementing Change Looks Rational but . . . ► There are some underlying neuropsychological forces at work in human beings. ► Everybody resists change at some level. 1.800.395.FARR www.farr.net
  3. 3. 3 Why We Resist Change  Change requires us to think rather than do things on “autopilot” – and thinking is hard  Change creates social threat – causing negative emotions to be raised – making thinking even more difficult 1.800.395.FARR www.farr.net
  4. 4. 4 In the Human Brain Social Threat = Physical Threat 1.800.395.FARR www.farr.net
  5. 5. 5 Impact on Thinking  Negative correlation between threat activation and resources for clear thinking.  Less oxygen and glucose available to the brain.  Diminished cognitive resources make it harder to find good answers.  Automatic defensive thinking and behaviors surface. 1.800.395.FARR www.farr.net
  6. 6. 6 Domains of Social Experience Status – Importance/Pecking Order Certainty – Predictability Autonomy – Control over Environment Relatedness - In or Out of Social Group Fairness – All Things Equal 1.800.395.FARR www.farr.net
  7. 7. 7 High Performance Brain 1.800.395.FARR www.farr.net
  8. 8. 8 Your Brain on Change Limbic System HijackLimbic System Hijack Limits Rational ThinkingLimits Rational Thinking 1.800.395.FARR www.farr.net
  9. 9. 9 Neuropsychology - Lesson One Active Listening:  Disengages and quiets the emotional part of brain  Ensures an accurate understanding 1.800.395.FARR www.farr.net
  10. 10. 10 Neuropsychology - Lesson Two Open Ended Questions:  Activate the problem solving part of the brain  Help create new solution focused mental maps. 1.800.395.FARR www.farr.net
  11. 11. 11 Neuropsychology - Lesson Three Assertive Direction:  Focuses attentional density and strengthens the newly forming mental map  Helps ensure execution occurs 1.800.395.FARR www.farr.net
  12. 12. 12 Three Simple (But Not Easy) Steps: 1.Active Listening - to reduce emotion and get an accurate perception of the others’ concerns 2. Open Ended Questions - to engage the problem solving part of the brain and start to form a new mental map 3. Assertive Direction - to strengthen the new map ALL WHILE BEING SENSITIVE TO THE OTHERS’ . . . 1.800.395.FARR www.farr.net
  13. 13. 13 Domain of Social Experience Status – Importance/Pecking Order Certainty – Predictability Autonomy – Control over Environment Relatedness - In or Out of Social Group Fairness – All Things Equal 1.800.395.FARR www.farr.net
  14. 14. 14 UNDERSTANDING CONCURRENCE COMMITMENT CONSCIOUS ACTION CONFIRMATION INTEGRATION SUCCESS OLD PATTERNS Knowing what has to change Agreeing that the change must happen Accepting accountability for making change happen Taking actions needed to effect the change Buy-in from all involved Implementing the changes The Stages of Change
  15. 15. 15 Things to Remember in Managing Change  Manage your own resistance to change ♦ BELIEFS – Reframe into a problem-solving approach ♦ BEHAVIORS - Manage feelings, yourself & others, to focus on problem-solving ♦ RESULTS – Getting the job done, vs., complaining about changes  Help people understand that change has become the status quo  Recognize FEAR is at the core of change resistance and that the fear is a social threat, which equals physical threat in the human brain  Know the stages of change model and leverage it to reduce resistance by using:  ACTIVE LISTENING  OPEN ENDED QUESTIONS  ASSERTIVE DIRECTION 1.800.395.FARR www.farr.net

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