This document contains information about upcoming talks on neuroscience and organisational change, including summaries of the talks and diagrams related to brain regions involved in change and models of behavioral change. It discusses concepts like stress, uncertainty, and how the brain responds in different states of change. Key areas of the brain discussed include the amygdala, hippocampus, prefrontal cortex, and others. Models presented include how beliefs, motivation, capability, opportunity and environmental factors influence behavior change.
Evidence Based Employee Engagement Slide Show.pptxebbnflow
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Many decisions that organisations make about their people are made using employee engagement survey data. But âemployee engagement is a tricky customer, often seen as contentious and woollyâ (CIPD 2021).
So, in this session we explore the outcomes of employee engagement and develop guidance on how to best think about it and measure it robustly.
This session is aimed at HR & Organisational Development professionals looking to:
- Gain further insight into their employee survey data
- Using employee survey data to drive performance & change
- Gain insight into the future of employee surveys
- Put people insights at the centre of their decision making
The session will cover:
- Why are employee surveys important?
- What do we really mean by Employee Engagement?
- What are the predictors of organisational performance & change?
- What measurements should we be using?
- How to understand the key drivers of change within your organisation
- Using employee survey data to drive change & performance
- What is the future of employee surveys?
Is the future of organisational change evidence based?ebbnflow
Â
This presentation will covers:
- What is wrong with Organisational Change?
- Why do we believe what we believe about Organisational Change
- How can we challenge our beliefs?
- When should we start to change?
The talk explores the history of organisational change and its relevance to challenges organisations face today
This is the first of a series of talks with the to crowd-source a body of knowledge from people who have experience in Organisational Change.
To build this body of knowledge I aim to cover the following topics over the coming months:
History of Organisational Change - this seems like a logical place to start to assess the current body of knowledge and tease out areas that need to be worked on
Adopting a Scientific Mindset - we need a systematic way of building knowledge and challenging our beliefs
Complex Systems - maybe the most difficult part. Organisations and change are complex systems. Do complex systems offer us some axioms or principles on which we can build our practice?
Myths of Organisational Change - this will be an exploration into current Organisational Change beliefs and whether they fit with the way we want to build our knowledge base.
Neuroscience of Organisational Change - This will take us back to the basics of how our brains potentially deal with uncertainty and change.
Change capabilities - this is the body of evidence - a set of capabilities that organisations need to develop to be able to change. The fun bit would be working together to constantly test the effectiveness of these capabilities constantly enhancing our body of knowledge.
Psychological Safety : An Evidence Based Approachebbnflow
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In this presentation we review 3 questions
What is psychological safety?
Why is psychological safety important for organisational change?
How can we make psychological safety work in practice?
Sensemaking applications for agile, combining qualitative & quantitative ...Daniel Walsh
Â
Experience report talk on sensemaking for Agile and Lean transformation shared at Agile 2017. It includes a couple of case studies on sense-making methodology that is based on distributed ethnography and emergent pattern analysis of stories and experiences.
Agile Management: Leading Teams with a Complex MindJurgen Appelo
Â
These are the slides I used in my deep dive session at the Scrum Gathering in Amsterdam.
See: Agile Management Workshop
http://www.noop.nl/2010/11/agile-management-workshop.html
Quando un Agile Coach affronta una trasformazione agile, è spesso abituato a partire dalla propria prospettiva individuale, dando maggiore importanza alle proprie preferenze e alle aree delle organizzazioni con cui ha piÚ affinità o in cui si sente piÚ a proprio agio. Nello stesso modo, i team e le organizzazioni stesse lavorano ed evolvono basandosi su alcuni aspetti, a scapito di altri altrettanto rilevanti. Questa scelta, che avviene spesso in modo inconsapevole, risulta nel dare maggiore attenzione ai processi e agli aspetti organizzativi e meno o piÚ raramente ai gruppi e agli individui.
LâIntegral Agile offre una prospettiva differente, sottolineando la differenza tra human systems agility e business agility, fondamentale sia ai coach che alle aziende stesse. Lâapproccio permette una visione piĂš completa, in grado di rendere evidente tutte le aree su cui è utile intervenire per ottenere i migliori risultati di business, dando la giusta attenzione alle persone e ai team.
Il talk, partendo dagli elementi chiave di un percorso verso Agile, lungo un arco che va dagli strumenti al mindset, descriverĂ lâIntegral Agile Framework e i suoi elementi. Riferendoci alla nostra esperienza sul campo, parleremo del ruolo del coach, delle diverse competenze e delle possibili tecniche che potrĂ utilizzare, in base alla situazione e agli obiettivi, rispetto a processi, organizzazione, individui o team.
Evidence Based Employee Engagement Slide Show.pptxebbnflow
Â
Many decisions that organisations make about their people are made using employee engagement survey data. But âemployee engagement is a tricky customer, often seen as contentious and woollyâ (CIPD 2021).
So, in this session we explore the outcomes of employee engagement and develop guidance on how to best think about it and measure it robustly.
This session is aimed at HR & Organisational Development professionals looking to:
- Gain further insight into their employee survey data
- Using employee survey data to drive performance & change
- Gain insight into the future of employee surveys
- Put people insights at the centre of their decision making
The session will cover:
- Why are employee surveys important?
- What do we really mean by Employee Engagement?
- What are the predictors of organisational performance & change?
- What measurements should we be using?
- How to understand the key drivers of change within your organisation
- Using employee survey data to drive change & performance
- What is the future of employee surveys?
Is the future of organisational change evidence based?ebbnflow
Â
This presentation will covers:
- What is wrong with Organisational Change?
- Why do we believe what we believe about Organisational Change
- How can we challenge our beliefs?
- When should we start to change?
The talk explores the history of organisational change and its relevance to challenges organisations face today
This is the first of a series of talks with the to crowd-source a body of knowledge from people who have experience in Organisational Change.
To build this body of knowledge I aim to cover the following topics over the coming months:
History of Organisational Change - this seems like a logical place to start to assess the current body of knowledge and tease out areas that need to be worked on
Adopting a Scientific Mindset - we need a systematic way of building knowledge and challenging our beliefs
Complex Systems - maybe the most difficult part. Organisations and change are complex systems. Do complex systems offer us some axioms or principles on which we can build our practice?
Myths of Organisational Change - this will be an exploration into current Organisational Change beliefs and whether they fit with the way we want to build our knowledge base.
Neuroscience of Organisational Change - This will take us back to the basics of how our brains potentially deal with uncertainty and change.
Change capabilities - this is the body of evidence - a set of capabilities that organisations need to develop to be able to change. The fun bit would be working together to constantly test the effectiveness of these capabilities constantly enhancing our body of knowledge.
Psychological Safety : An Evidence Based Approachebbnflow
Â
In this presentation we review 3 questions
What is psychological safety?
Why is psychological safety important for organisational change?
How can we make psychological safety work in practice?
Sensemaking applications for agile, combining qualitative & quantitative ...Daniel Walsh
Â
Experience report talk on sensemaking for Agile and Lean transformation shared at Agile 2017. It includes a couple of case studies on sense-making methodology that is based on distributed ethnography and emergent pattern analysis of stories and experiences.
Agile Management: Leading Teams with a Complex MindJurgen Appelo
Â
These are the slides I used in my deep dive session at the Scrum Gathering in Amsterdam.
See: Agile Management Workshop
http://www.noop.nl/2010/11/agile-management-workshop.html
Quando un Agile Coach affronta una trasformazione agile, è spesso abituato a partire dalla propria prospettiva individuale, dando maggiore importanza alle proprie preferenze e alle aree delle organizzazioni con cui ha piÚ affinità o in cui si sente piÚ a proprio agio. Nello stesso modo, i team e le organizzazioni stesse lavorano ed evolvono basandosi su alcuni aspetti, a scapito di altri altrettanto rilevanti. Questa scelta, che avviene spesso in modo inconsapevole, risulta nel dare maggiore attenzione ai processi e agli aspetti organizzativi e meno o piÚ raramente ai gruppi e agli individui.
LâIntegral Agile offre una prospettiva differente, sottolineando la differenza tra human systems agility e business agility, fondamentale sia ai coach che alle aziende stesse. Lâapproccio permette una visione piĂš completa, in grado di rendere evidente tutte le aree su cui è utile intervenire per ottenere i migliori risultati di business, dando la giusta attenzione alle persone e ai team.
Il talk, partendo dagli elementi chiave di un percorso verso Agile, lungo un arco che va dagli strumenti al mindset, descriverĂ lâIntegral Agile Framework e i suoi elementi. Riferendoci alla nostra esperienza sul campo, parleremo del ruolo del coach, delle diverse competenze e delle possibili tecniche che potrĂ utilizzare, in base alla situazione e agli obiettivi, rispetto a processi, organizzazione, individui o team.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotifyâs organizational design as well as the lessons learned and the changes made the last five years.
Leading a large-scale agile transformation isnât about adopting a new set of attitudes, processes, and behaviors at the team level⌠itâs about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, itâs about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. Itâs about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Mike Bowler presented on Psychological Safety at the DC Scrum User Group in November. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The term "psychological safety" was originally coined by Amy Edmondson to describe a behaviour that we can observe. But what does it mean to be psychologically safe? Why is this such a powerful and critical aspect to ourselves, and those around us?
When we dig a bit deeper, we find that psychological safety is deeply connected to our own survival mechanism. If we're going to create a positive and safe environment, we'll need to address it. And in order to do so, it's helpful to understand what's really going on in our brains.
In this session, we'll look at what we know from neuroscience and psychology about psychological safety. We'll discuss what we might be able to do in our environments, regardless of our job title or role, to make things better for ourselves, and for those we work with.
Nach dem Talk hast Du ein besseres Verständnis vom Konzept der psychologischen Sicherheit und Dir steht Handwerkszeug zur Verfßgung, wie Du diese in Deinem Team steigern kannst.
Agile Contracts by Drew Jemilo (Agile2015)Drew Jemilo
Â
Agile has moved far beyond commercial software into the worldâs largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But thereâs good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile FrameworkÂŽ (SAFeÂŽ)
TRADITIONAL MODELS TO LEAN-AGILE APPROACHES
Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time.
Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Â
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 yearsâ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEdâs training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
Systemic Design Toolkit - Systems Innovation BarcelonaPeter Jones
Â
The Systemic Design Toolkit represents a formalized set of methods and research tools designed by Namahn and developed with collaboration by me (SDA) and Alex Ryan of MaRS. The Toolkit can be discovered at https://www.systemicdesigntoolkit.org/
An organization should operate like a city. Some parts emerge bottom-up while others are designed top-down. The art of management is finding the right balance between these two approaches.
Learn more:
https://management30.com/grow-structure/scaling-structure/
https://management30.com/practice/meddlers/
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
Mindful Learning for a Changing World - ArticleCIEE
Â
As we approach 2020, mindfulness programs are becoming increasingly prevalentâfrom major corporations to the military to educationâand research heralds their impact. Educators are recognizing the value of both practicing and teaching mindfulness to enhance their own and othersâ intercultural competence.
In this interactive session, we will discuss what mindfulness is, how it relates to intercultural learning and study away, and how practicing mindfulness can benefit you and your students. You will participate in and learn about several activities that you can use to start or further your own and your studentsâ mindfulness practice.
Learn and be inspired by how Spotify does Agile at scale with squads, chapters, tribes, guilds and more as you want to scale your agile environment Understand the processes and decisions behind Spotifyâs organizational design as well as the lessons learned and the changes made the last five years.
Leading a large-scale agile transformation isnât about adopting a new set of attitudes, processes, and behaviors at the team level⌠itâs about helping your company deliver faster to market, and developing the ability to respond to a rapidly changing competitive landscape. First and foremost, itâs about achieving business agility. Business agility comes from people having clarity of purpose, a willingness to be held accountable, and the ability to achieve measurable outcomes. Unfortunately, almost everything in modern organizations gets in the way of teams acting with any sort of autonomy. In most companies, achieving business agility requires significant organizational change.
Agile transformation necessitates a fundamental rethinking of how your company organizes for delivery, how it delivers value to its customers, and how it plans and measures outcomes. Agile transformation is about building enabling structures, aligning the flow of work, and measuring for outcomes-based progress. Itâs about breaking dependencies. The reality is that this kind of change can only be led from the top. This talk will explore how executives can define an idealized end-state for the transformation, build a fiscally responsible iterative and incremental plan to realize that end-state, as well as techniques for tracking progress and managing change.
Mike Bowler presented on Psychological Safety at the DC Scrum User Group in November. Video and slides available at https://www.kaizenko.com/washington-dc-scrum-user-group-dcsug/
Abstract:
The term "psychological safety" was originally coined by Amy Edmondson to describe a behaviour that we can observe. But what does it mean to be psychologically safe? Why is this such a powerful and critical aspect to ourselves, and those around us?
When we dig a bit deeper, we find that psychological safety is deeply connected to our own survival mechanism. If we're going to create a positive and safe environment, we'll need to address it. And in order to do so, it's helpful to understand what's really going on in our brains.
In this session, we'll look at what we know from neuroscience and psychology about psychological safety. We'll discuss what we might be able to do in our environments, regardless of our job title or role, to make things better for ourselves, and for those we work with.
Nach dem Talk hast Du ein besseres Verständnis vom Konzept der psychologischen Sicherheit und Dir steht Handwerkszeug zur Verfßgung, wie Du diese in Deinem Team steigern kannst.
Agile Contracts by Drew Jemilo (Agile2015)Drew Jemilo
Â
Agile has moved far beyond commercial software into the worldâs largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But thereâs good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile FrameworkÂŽ (SAFeÂŽ)
TRADITIONAL MODELS TO LEAN-AGILE APPROACHES
Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time.
Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Â
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 yearsâ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEdâs training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Explains the 3 main phases of Agile Transformation identified by the DACH30 exchange group. Contains a definition of the phases of an agile transformation and some glimpses on the education program.
Being Agile, Doing Agile and Agile in Crisis: We have the Agile Industrial Complex, Dark Agile, Faux/Fake Agile, Zombie Scrum, Flaccid Scrum, CrAgile, FrAgile, WAgile, and more. What do they all mean, and how do we know if we are doing them instead of "Being Agile"
Systemic Design Toolkit - Systems Innovation BarcelonaPeter Jones
Â
The Systemic Design Toolkit represents a formalized set of methods and research tools designed by Namahn and developed with collaboration by me (SDA) and Alex Ryan of MaRS. The Toolkit can be discovered at https://www.systemicdesigntoolkit.org/
An organization should operate like a city. Some parts emerge bottom-up while others are designed top-down. The art of management is finding the right balance between these two approaches.
Learn more:
https://management30.com/grow-structure/scaling-structure/
https://management30.com/practice/meddlers/
How to make strategy work in a complex and unpredictable world. In its essence, strategy is simple. It is about answering two fundamental and interrelated questions: where to play and how to win.
Almost 200 Scandinavian top managers, managers and strategists participated in an intensive day at Implement Consulting Group focusing on how to develop a winning strategy in a world that is increasingly unpredictable.
Strategist and author of the bestseller Playing to Win, Roger Martin was challeging the typical strategy processes where we try to control the risk and uncertainty through elaborate and detailed planning. In his opinion these processes often seem to end up being long-winded, abstract and complex. Sometimes even without any clear choices being made.
Mindful Learning for a Changing World - ArticleCIEE
Â
As we approach 2020, mindfulness programs are becoming increasingly prevalentâfrom major corporations to the military to educationâand research heralds their impact. Educators are recognizing the value of both practicing and teaching mindfulness to enhance their own and othersâ intercultural competence.
In this interactive session, we will discuss what mindfulness is, how it relates to intercultural learning and study away, and how practicing mindfulness can benefit you and your students. You will participate in and learn about several activities that you can use to start or further your own and your studentsâ mindfulness practice.
Letâs master the digital toolkit to harness lifelong neuroplasticitySharpBrains
Â
Four leading pioneers of applied neuroplasticity helped us navigate best practices to harness most promising non-invasive neurotechnologies, such as cognitive training, mindfulness apps, EEG and virtual/ augmented reality.
--Chair: Linda Raines, CEO of the Mental Health Association of Maryland
--Dr. Michael Merzenich, winner of the 2016 Kavli Prize in Neuroscience
--Dr. Judson Brewer, Founder & Research Lead of Claritas Mindsciences
--Tan Le, CEO of Emotiv
--Dr. Andrea Serino, Head of Neuroscience at MindMaze
Learn more at sharpbrains.com
Why Change is Hard - HRD Magazine by Sonia McDonaldSonia McDonald
Â
As"leaders,"we"are"constantly"driving"and"facilitating"
change, yet research in this area has demonstrated that 70% of change initiatives fail. Why? How can we make change easier and more successful?
The neuroscience of change, and understanding how our brains function, is vital to managing and coping with change.
BRAINS ARE WIRED FOR SURVIVAL
Our brain functions as a survival tool by helping us avoid danger. A part of the brain called the amygdala helps monitor our responses and tells us when to run from danger or towards safety. It also tells us when to step towards a benefit or away from a threat.
When change is happening around us in our society, relationships and workplaces, we can feel threatened, and that activates our amygdala. We feel outside our comfort zones, triggering fear and anxiety.
Pat Levitt: Neurodevelopmental Disorder Heterogeneity, Brain Development and ...Beitissie1
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In his lecture, Prof. Pat Levitt describes the great heterogeneity of the brain, which makes people different from each other and is a significant challenge to treating people with disabilities.
Dr. Davidison says people often state ,
"I'm the kind of person whoâŚ" or,
"I'm not a people person.â
These seemingly off-the-cuff comments suggest theyâre resigned to not changing their self-perception â regardless if itâs inaccurate or self-defeating.
Dr. Richard Davidson, founder and chair of the Center for Investigating Healthy Minds, at the Waisman Center, University of Wisconsin-Madison, has studied neuroplasticity, the ability of the mind to change throughout life.
In his interview with Mirabai Bush for the Working with Mindfulness webinar series with More Than Sound, Dr. Davidson touches upon the
possibilities of using our experiences to positively shift our self-perception â and retrain our brains.
Hereâs what he had to say.
Psychology club hult prof. boshkoff presentation - march 23, 2012Kyle Daugherty
Â
Slides from Professor Katherine Boshkoff's for the Hult Management Psychology Club's March 23, 2012 event Management Rewired: What brain science teaches us about engaging and influencing others.
Relationships : An Evidence Based Approachebbnflow
Â
What is the future of relationships in work and how does this impact on organisational change?
Are the psychological contracts in the modern workplace significantly different from those of the past and how does this impact on we manage Organisational Change?
Are potentially leading to lower supervision, increasing intensity of social exchanges, fewer face to face interactions etc
In this session I will be deep diving into the importance of relationships in Organisational Change and how they might be changing.
For the past two decades, #agile approaches have become part of the mainstream approaches to #projectmanagement but can they be applied to #organisationalchange ?
In the #changethoughts talk I will explore whether agile is just 'old wine in new bottles' or a proven approach to dealing with #change in a #vuca world.
In this #changethoughts talk I will cover:
- What is Agile?
- What is the history of Agile?
- Does Agile work in practice?
- Can Agile be applied to Organisational Change?
Building Change Capability Slideshare.pptxebbnflow
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In this last #changethought talk we will covering:
- Why do we need to assess organisational change capability
- What are the building blocks of organisational change capability
- How the assessment works in practice
Organisational Change can create uncertainty & ambiguity which makes fairness of decision making critical to gaining employee's commitment.
This talk takes an evidence-based approach to how to improve employees perception of fair decision making during change.
Trust in Leadership : An Evidence Based Approach slideshare.pptxebbnflow
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What are the underlying reasons that leaders are able to lead their people during times of uncertainty and change?
This session explores the evidence behind how leaders were able to garner a sense of trust from their people.
These slides deep dive into whether popular concepts we use in Organisational Change such as the change curve, learning styles, Growth Mindset etc are based on facts for fiction. The talk will also address some of the assumptions we make in organisational change e.g. 'brains hate change' 'overcoming resistance to change' and challenges whether they are supported by evidence. We will then look at ways of avoiding adopting myths in the future
This talk explores whether theories in Organisational Change are based on facts or fiction & how we can build a more evidence-based approach
The aim of these monthly talks is to crowd-source a body of knowledge from people who have experience in Organisational Change.
To build this body of knowledge I aim to cover the following topics over the coming months:
History of Organisational Change - this seems like a logical place to start to assess the current body of knowledge and tease out areas that need to be worked on
Adopting a Scientific Mindset - we need a systematic way of building knowledge and challenging our beliefs
Myths of Organisational Change - this will be an exploration into current Organisational Change beliefs and whether they fit with the way we want to build our knowledge base
Definition and Structure - maybe the most difficult part. How do we agree axioms on which to build our practice?
Change capabilities - this is the body of evidence - a set of capabilities that organisations need to develop to be able to change. The fun bit would be working together to constantly test the effectiveness of these capabilities constantly enhancing our body of knowledge
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
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A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Attending a job Interview for B1 and B2 Englsih learnersErika906060
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤Ż
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Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Unveiling the Secrets How Does Generative AI Work.pdf
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Neuroscience of Organisational
1. Neuroscience and
Organisational Change
Join the conversation 7-9pm 6th July 2022
Presented by Alex Boulting
The aim of these monthly talks is to
crowd-source a body of knowledge from
people who have experience in
Organisational Change.
2. Building Capability for
Organisational Change
Join the conversation 7-9pm 3rd August 2022
Presented by Alex Boulting
The aim of these monthly talks is to
crowd-source a body of knowledge from
people who have experience in
Organisational Change.
3.
4. 4
Enhancing organisational change capability
UNIQUENESS
Drive to flourish
DOING â
External Perspective
BELONGINGâ
Drive to belong
BEING â
Internal Perspective
10. 10
What is stress?
âthe non-specific response of
the body to any demand for
changeâ
Hans Selye 1936.
âindividual state of
uncertainty about what
needs to be done to
safeguard physical, mental
or social well-being.â
Karl Friston 2017
Uncertainty
=
Surprise
=
âFree Energyâ
11. 11
Why stress in Organisational Change?
Clearly defined ?
Supports Deficit based model in psychology
& organisational change
Easy to measure? All we understand
Stress = change â âBrains hate change etcâ
Change requires pain â urgency â breaking
open the shell of complacency (Lewin)
Negative impact on our mental health =
duty of care
12. Challenging
Status Quo
Creating Pain
Urgency Continuum
Not Accepting BAU
âStrong and widespread
felt need for change
although the direction of
change is not clear yet
Phillipsâ (1983)
Sense of
Concern
âTo break open the shell of
complacency and
selfârighteousness it is
sometimes necessary to
bring about an emotional
stir upâ. Lewin (1943)
Organisations are
âcanyons of complacencyâ
Kotter (2012)
Emotional
Stir-up
âsupport for attitudes have
to be undermined and
destroyed if change is to
take place.â Schein (1962)
Destroy
Attitudes
âOrchestrating pain
messages throughout an
institution is the first step in
developing organisational
commitment to changeâ
Conner
âcreate a crisisâ Kotter
(2012)
Create a Crisis
Do we know what we are talking about?
âHiatt (2006) warns against overselling change by putting too much stress on the urgency of every changeâreducing
credibility. Similarly, Kanter et al. (1992: 383) caution that messages of urgency might appear to âcry wolfâ and âfail to induce a
felt need for change.â
âit is difficult to make much
progressâŚof a major
change effort unless most
managers honestly believe
that the status quo is
unacceptableâ (p51) (2012)
13. 13
How do we measure stress?
Cortisol Pupil Dilation Questionnaire
Objective Subjective
14. Posterior Parietal Cortex
Parietal Lobe
Occipital lobe
Hypothalamus
Hippocampus
Primary Visual Cortex
Cerebellum
Spinal Cord
Primary Motor Cortex
Anterior Cingulate Cortex (ACC)
Ventral Striatum
Ventro Medial PreFrontal Cortex
Amygdala
Brainstem
Pre- SMA
Isolating Brain Regions â is this helpful?
15. NUMEROSITY
DIVERSITY
FEEDBACK
NON-EQULIBIUM
Emergence â what else is there?
OF
COMPLEX
SYSTEMS
CHEMISTRY BIOLOGY NEUROSCIENCE PSYCHOLOGY
ORGANISATIONAL
CHANGE
Non-Linear Robustness Modularity Memory Adaptivity
PHYSICS
Self-Organised
=Emergence âAt each stage, entirely new laws, concepts and
generalisations are necessary⌠Psychology is not applied
biology, nor is biology applied chemistry.â Philip W. Anderson
= building block or base feature
18. 18
Is Change Pain?
Rock & Schwartz (2006) seem to be the creators of this
claim. They state, âchange is painâ â asking people to do
things differently creates error signals which induces
stress & âamygdala hijacksâ.
Change or ambiguity
Threat response in
our brains (âfight or
flightâ)
Distraction, anxiety &
fear
Canât think well,
poorer decision-
making, reduced
memory, increased
anger
Poor performance/
more aggressive
relationships
19.
20.
21. 21
The evidence suggestsâŚ
Stress is highly nuanced
âStressâ needed to change is the same level as waking up
Stimulatory levels of âstressâ last around 2 hours
Our brains seek stimulation
Consistently high levels of âstressâ affects wellbeing
Negative relationship between âstressâ performance
Performance v habit formation
25. Triune Brain â A misleading metaphor?
LIZARD BRAIN
(Brainstem & Cerebellum)
âFight or Flightâ & Autopilot
MAMMAL BRAIN
(Limbic System)
Emotions, Memories, Habit &
Attachments
HUMAN BRAIN
(Prefontal-cortex)
Language, Abstract Thought,
Consciousness, Imagination,
Reasoning
MacLean, P. D. (1990). The triune brain in evolution: Role in paleocerebral functions. Springer Science & Business Media.
26. Left v Right Brain
Left Brain
Analytical Thought
Detail Orientated
Ordered Sequencing
Rational Thought
Verbal
Cautious
Planning
Maths & Science
Logic
Right Field Vision
Right Side Motor Skills
Image adapted from Sapolsky, R. M. (2017). Behave: The biology of humans at our best and worst.
Right Brain
Intuitive Thought
Holistic Perception
Random Sequencing
Emotional Thought
Nonverbal
Adventurous
Impulse
Creative writing & art
Imagination
Left-field vision
Left-side motor skills
27. NLP
A mashup of myths
or
an integrator of change
interventions?
Your thinking
processes â the way
you use your senses to
understand what is
happening around you
Neuro
Your behaviour
How you organise
your ideas and
reactions and how
this affects others
Programming
Your words
how you use
language and how it
influences you and
those around you
Linguistic
ROAD
MAPS
NLP
28. Amygdala Hijack
Can one part of the brain
hijack other parts of our
brain?
If it does, could we ever learn
to control it?
30. Posterior Parietal Cortex
Parietal Lobe
Occipital lobe
Hypothalamus
Hippocampus
Primary Visual Cortex
Cerebellum
Spinal Cord
Primary Motor Cortex
Anterior Cingulate Cortex (ACC)
Ventral Striatum
Ventro Medial PreFrontal Cortex
Amygdala
Brainstem
Pre- SMA
Areas of brain involved in change
31. Behavioural
Outcome
Meta Learning
Mental Models disrupted re-
learning how to learn e.g.
challenge underlying
assumptions
Ambiguous Uncertainty
Outcomes Known
Probabilities Unknown
Outcome Known
Certainty
Outcome Known
Probability Known
Risk
Outcomes Unknown
Probabilities Unknown
Irreducible Uncertainty
Unknown or unheeded
extreme events
âBlack Swanâ
Stress
increases
as
uncertainly
of
strategy
choice
increases
Habit & S-R Learning â we
know there is a problem but
uncertain of how to approach it
& its outcomes so just repeat
what was rewarded before
Goal-directed learning â
focused and open to new
ideas. âSeeking systemâ
stimulated and cortical
plasticity
Individual response
Brain response
Stimulation optimizes learning as
we can recall previous learning,
use our âcognitiveâ systems and are
able to be reflective &
outrospective
Negative effect - Boredom,
disengagement, fear & disgust
Positive effect â Mind wandering
& creativity
Organisational
Change
CONTEXT
Personality
trait,
trust
in
leaders,
organisational
justice,
colleagues
reaction,
self-efficacy,
previous
change
experience,
congruence
with
own
beliefs,
relevance
to
self,
optimism,
autonomy,
âcognitive
overloadâ
e.g.
over
training/communication
State of Change
No Learning â automatic or
routine behaviors (e.g., habits)
that we are familiar with
Sustained levels of cortisol 10-20
(ug/dl)
Transitory levels of cortisol 10-20
(ug/dl) & dopamine release
No Stress
Low levels of cortisol 0-10 (ug/dl)
Acute Stress impairs our ability to
recall memories and we rely on our
habits which reduces behavioural
flexibility and makes us reflexive &
introspective
Toxic or Chronic Stress Pain
inhibition, fearful defensive
reaction, emotional regulation,
increased heart rate & blood
pressure
High levels of cortisol 30-50 (ug/dl)
32. SUPPORT
Support & expectations from colleagues to
practice the new behaviour and whether
people see others adopting the behaviour.
Integrates emotion &
cognition of change
Current State
Lateral
Pre-Frontal
Cortex
Sensory
Cortex
Sensory
Input
Beliefs about previous
changes & capability
Prior Beliefs
(System 1)
Hippocampus
ADAPTABILITY
Attitude to the change which is based on
whether people think the change outcomes
are likely to happen and how beneficial
they are.
EFFICACY
Belief in ability to change, perceptions of
potential barriers to change and perceived
power to overcome them
CAPABILITY
âIs an attribute of a person that together
with opportunity makes a behaviour
possible or facilitates itâ
OPPORTUNITY
âIs an attribute of an environmental system
that together with capability makes a
behaviour possible or facilitates itâ
MOTIVATION
âAggregate of mental processes that
energise and direct behaviourâ
NEUROSCIENCE COM-B Model TPB*
BEHAVIOURAL
CHANGE
* Theory of Planned Behaviour Ajzen 1985
AUTONOMY
BELONGING
External Environment
Hypothalamus
33. Brain response
Outcomes believed to be
achievable as clear mental
model
Un/Certain State
(System 1)
Risky State
(System 2)
Integrates emotion &
cognition of change
Current State
Outcomes predictable as
alternative strategies
available
Lateral
Pre-Frontal
Cortex
Pre-SMA
Cortex
OFC &
vmPFC
Sensory
Cortex
Sensory
Input
Goal State
Create meaning in our
world & help simplify
complexity
Beliefs about previous
changes & capability
Prior Beliefs
(System 1)
Hippocampus
Ambiguous Uncertainty
Outcomes Known
Probabilities Unknown
Outcome Known
Certainty
Outcome Known
Probability Known
Risk
Outcomes Unknown
Probabilities Unknown
Irreducible Uncertainty
Unknown or unheeded
extreme events
âBlack Swanâ
State of Change
System 1 System 2
zzz
Fast Slow
Unconscious Conscious
Automatic Effortful
Everyday
Decisions
Complex
Decisions
Error Prone Reliable
Hypothalamus
34. Brain response
Outcomes believed to be
achievable as clear mental
model
Uncertain State
(System 1)
Risky State
(System 2)
Integrates emotion &
cognition of change
Current State
New beliefs based on
efficacy of strategy
Posterior Beliefs
(System 1)
Outcomes predictable as
alternative strategies
available
Integration of beliefs &
risks of attainable goals
Integration of
States
Primary
Motor
Cortex
Anterior
cingulate
cortex
Lateral
Pre-Frontal
Cortex
Pre-SMA
Cortex
OFC &
vmPFC
Hippocampus
Behavioural Change
Sensory
Cortex
External
Environment
Sensory
Input
Goal State
Create meaning in our
world & help simplify
complexity
Striatum
Others
Behaviour
Posterior
Parietal
Cortex
Beliefs about previous
changes & capability
Prior Beliefs
(System 1)
Hippocampus
Strategy
/reward
likely
Dopamine
This circuit reinforces familiar
habits as we are in a dopamine loop
â we just keep repeating the same
behaviour because we have a well
known strategy to deal with the
change.
This is no longer change but just
business as usual for the brain
Negative effect - Boredom,
disengagement, fear & disgust
Positive effect â Mind wandering
& creativity
No Stress
Outcome Known
âKnown Knownsâ
Certainty
35. Brain response
Outcomes believed to be
achievable as clear mental
model
Uncertain State
(System 1)
Risky State
(System 2)
Integrates emotion &
cognition of change
Current State
Outcomes predictable as
alternative strategies
available
Integration of beliefs &
risks of attainable goals
Integration of
States
Amygdala
Anterior
cingulate
cortex
Lateral
Pre-Frontal
Cortex
Pre-SMA
Cortex
Sensory
Cortex
Brain response
Provides additional
energy for brain
Increases attention
Controls learning
Stimulation
External
Environment
Sensory
Input
Others
Behaviour
Posterior
Parietal
Cortex
No âperfectâ
strategy/
reward
uncertain
Norepinephrine
This is where the learning happens. We
are experiencing âsimulationâ which
pushes us to challenge our beliefs and
strategies to form new behaviours &
beliefs
New beliefs based on
efficacy of strategy
Posterior Beliefs
(System 1)
OFC &
vmPFC
Hippocampus
Goal State
Create meaning in our
world & help simplify
complexity
Beliefs about previous
changes & capability
Prior Beliefs
(System 1)
Hippocampus
Stimulation optimizes learning as
we can recall previous learning,
use our âcognitiveâ systems and are
able to be reflective &
outrospective
Transitory levels of cortisol 10-20
(ug/dl) & dopamine release
âKnown Unknownsâ
36. Brain response
Outcomes believed to be
achievable as clear mental
model
Uncertain State
(System 1)
Risky State
(System 2)
Integrates emotion &
cognition of change
Current State
New beliefs based on
efficacy of strategy
Posterior Beliefs
(System 1)
Outcomes predictable as
alternative strategies
available
Integration of beliefs &
risks of attainable goals
Integration of
States
Amygdala
Anterior
cingulate
cortex
Lateral
Pre-Frontal
Cortex
Pre-SMA
Cortex
OFC &
vmPFC
Hippocampus
Sensory
Cortex
Cognitive Exhaustion
Learned Helplessness
Anxiety & Depression
Chronic Stress
Response
External
Environment
Sensory
Input
Irreducible
Uncertainty
Goal State
Create meaning in our
world & help simplify
complexity
Problem seems
unsolvable
We cannot change our
world
Crisis of confidence
Hypothalamus
âFight or Flightâ
Others
Behaviour
Posterior
Parietal
Cortex
Beliefs about previous
changes & capability
Prior Beliefs
(System 1)
Hippocampus
No
strategy/
reward
unlikely
Cortisol
The change is too
much and we go into
âfight or flightâ mode
Outcomes Unknown
Probabilities Unknown
âUnknown Unknownsâ
Irreducible Uncertainty
Toxic or Chronic Stress Pain
inhibition, fearful defensive
reaction, emotional regulation,
increased heart rate & blood
pressure
High levels of cortisol 30-50 (ug/dl)
37. Brain response
Outcomes believed to be
achievable as clear mental
model
Uncertain State
(System 1)
Risky State
(System 2)
Integrates emotion &
cognition of change
Current State
New beliefs based on
efficacy of strategy
Posterior Beliefs
(System 1)
Outcomes predictable as
alternative strategies
available
Integration of beliefs &
risks of attainable goals
Integration of
States
Anterior
cingulate
cortex
Lateral
Pre-Frontal
Cortex
Pre-SMA
Cortex
OFC &
vmPFC
Hippocampus
Sensory
Cortex
Cognitive Exhaustion
Learned Helplessness
Anxiety & Depression
Chronic Stress
Response
External
Environment
Sensory
Input
Irreducible
Uncertainty
Goal State
Create meaning in our
world & help simplify
complexity
Problem seems
unsolvable
We cannot change our
world
Crisis of confidence
Hypothalamus
âFight or Flightâ
Others
Behaviour
Posterior
Parietal
Cortex
Beliefs about previous
changes & capability
Prior Beliefs
(System 1)
Hippocampus
Cortisol
Primary
Motor
Cortex
Behavioural Change
Striatum
Strategy
/reward
likely
Amygdala
Brain response
Provides additional
energy for brain
Increases attention
Controls learning
Stimulation
No âperfectâ
strategy/
reward
uncertain
Norepinephrine
Dopamine
Bayesian Model or Cognitive Updating
38. 38
Distributed Decision Making
COMPLY
Known Knowns
High Impact
High Risk â one way
Certainty
No alternatives
Clear causation
Data Rich
Simple system
âTellâ
Message Framing
Central decision
e.g. Safe Guarding
CONSULT
Known Unknowns
Medium Impact
Medium Risk
Uncertainty
Few alternatives
Resources
Scenario based
Complicated System
âSell & Tellâ
Discuss implications
Delegated Decision
e.g. Restructuring
CO-CREATE
Unknown Unknowns
Uncertain Impact
Low risk â two way
Ambiguity
Unknown alternatives
Unclear outcomes
Data Poor
Complex system
Participation
Understand Context
Distributed Decision
e.g. Values Statement
39. CONTEXT
Contextual queues
automatically activate the
habit
MENTAL
MODEL
Habit represented in the
memory is activated
HABIT
Reliance on habit
depends on context e.g.,
distraction, stress ability,
willpower etc.
GOAL SYSTEM
Encodes relationship
between action and
value of outcome
EXPOSURE
goals influence habit formation
by initially motivating people to
repeat actions
OUTCOME
Did we achieve the
desired outcome?
INFERENCE
â WHAT caused the
behaviour?
PREDICTION â âMODEL FREEâ â âTRIAL & ERRORâ
Habitual v Goal Directed Behaviour
Wood, W., & RĂźnger, D. (2016).
Psychology of habit. Annual
review of psychology, 67(1),
289-314.
43. ENTROPY â at what level are you?
Relationally
Disorganised
Fully Disorganised Dynamically
Organised
Fully Organised
High Entropy
High Randomness
Low Structure
High Autonomy
High Free Energy
Low Entropy
Low Randomness
High Structure
Low Autonomy
Low Free Energy
44. Free Energy
FREE ENERGY
=
Divergence âEvidence
Discrepancy between our model & the world = prediction error
PERCEPTION â change beliefs to
minimise divergence
ACTION â change observations to
maximise evidence
CHANGE YOUR MIND CHANGE YOUR WORLD
PREDICTION OBSERVATION
BEING â Sensory States DOING â Active States
45. Markov (Comfort) Blanket
External
Environment
Each level seeks evidence
for its own existence
hence becomes a model
of its environment through
sensing & acting. Errors
in predictions between the
model & sensory
information cause
surprise. Surprise uses
free-energy for correction.
Markov Blankets create
boundaries between levels
which create a coherent
whole (belonging) while
preserving individual
autonomy/uniqueness. Each
level is self sustaining but
ânestedâ in one another
Sensing
Acting
Sensing
Acting
Sensing
Acting
Individual
Group
Organisation
47. Bayesian Updating Getting the complete picture
Sensory Input
(âNewâ Evidence)
Current Beliefs Future Beliefs
Organisational
Academic
Stakeholder
Our Knowledge
Our Experience
Our Current
model of the
world
New mental
model of the
world
Organisationâs most
likely situation 1
2
3
4
48. 04
03
02
01
01
02
03
04
03
02
01
01
02
03 04
S
L
E
I
Deduction
(inference from facts) Experts
Induction
(inference from observation) Education
Consultants
Institutions
Abduction
(inference from what you
âknowâ )
Knowledge
Pattern Matching
Agency
Practitioner Organisational
Stakeholder
Academic
Active Inference we seek
information that makes our
predictions of our reality true. This
ârealityâ is our mental model - a
bias. Our reality is a self fulfilling
perceptual prediction.
Authority â information that
is repeated within a systems
creates a ânarrativeâ where you
assume people know what they
are talking about. A relational &
conceptual beliefs.
Empirical â objective
observation used to test
hypothesis âseeing is believingâ
- âempirical realityâ used in
evidence-based practice
Automatic ââAutomatically
generated solutions without long
logical arguments or evidenceâ
subject to cognitive bias Experience
INTERNAL EXTERNAL
49. ⢠Confirmation
⢠Outcome
⢠Authority
⢠Halo
⢠Groupthink
Too much information going through my brain
Too much information driving me insane!
50. SENSING (Being)
We optimise our beliefs
(prior expectations) given
information from our
environment
Sight Sound Smell
Touch
Inferred
Estimate
Future Mental
Model
Prior
expectation
Inferred
Estimate
Prior
expectation
Increasing
conceptual
energy used
through
perception to
create
information &
certainty
Increasing
physical
energy
(glucose)
used to
create order
Our bias determines what we sample
Current
Mental Model
Active Inference
You can change your mind or change your data
ACTING (Doing)
We âplay backâ our beliefs
(inference) to check our
understanding of the
environment
SURPRISE
Difference between prior
belief and actual
observation
NOVELTY
Not having prior beliefs
about a situation
52. 01
02
03
04
05
How does our brain
store information?
How we learn?
What role do
neurons play in the
process?
Do memories reside
in synapses ?
How long does it
last ?
53. 53
Brain Plasticity â what do we mean?
Functional reorganization â increasing surface area and
division between lobes and hemispheres â prefrontal cortex
increased mass
Structural reorganisation â increasing grey matter necessary
abilities such auditory and language processing, movement,
learning, and memory
54. Concentration, balance archers' episodic
memory and theory of mind-related neural
networks.
Spatial orientation increased posterior
hippocampus
Increased grey matter in visuospatial,
auditory, and motor regions
Execution of movement, but also in learning,
memory language
Cerebellum making postural adjustments but
lower capacity for auditory information
processing
01
02
03
04
05
Athletes
Taxi Drivers
Musicians, Dancers, and Opera
Performers
Simultaneous Interpreters
Seafarers
Changes in Skill & Behaviour
55. 55
Long Term Potentiation
Konorski introduced the term âsynaptic
plasticity 1948
âneurons that fire together, wire
together (Hebb, 1949).â
Fits & starts in research
Still a lot to learn
Warning ! Persistent pressure
57. Posterior Cingulate Cortex
Hippocampus
Ventro Medial PreFrontal Cortex
Anterior Cingulate Cortex (ACC)
Default Network = self-referential and introspective state
Stores memories of
emotional states âgut
feelingsâ & alarm for
behavioural snags
Mediates emotional
states & visuospatial
awareness âbig pictureâ
Extinguish fear
responses & negative
emotions controlling the
amygdala & decision
making
Indexes memories used
to and infer the future
59. 59
Default Network Interventions
Acupuncture
Antidepressants
Deep brain stimulation
Meditation
Physical Activity and Exercise
Psychedelic drugs
Psychotherapy
Sleep deprivation
Sleeping and resting wakefulness
A resting brain can do
more than one doing
demanding tasks
61. 1. Context is everything â what are the levels of certainty,
ambiguity and risk associated with the change, what are
peopleâs prior experience of change what assumptions are
they likely to make â Understanding Interrelationships
2. Say up to date â the more out of date your are the more
difficult it will be to change - Development
3. Introspective spaces to reflect on change (Default Network) â
Psychological Safety
4. Pressure â it wonât change anything â Wellbeing
61
Lessons from Neuroscience
62. AND ...
Thank you!
from Alex
Boulting
Owner | ebbnflow
+44 7562570000
alex@ebbnflow.co.u
k
www.ebbnflow.co.u
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