Neuroscience of Organisational
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Neuroscience is a hot topic but how does is related to individual and organisational change?
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Neuroscience of Organisational
- 2. 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.
- 3. 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.
- 5. 5 Enhancing organisational change capability UNIQUENESS Drive to flourish DOING – External Perspective BELONGING– Drive to belong BEING – Internal Perspective
- 6. 6 Understanding Fairness COMPLEX SYSTEMS… CAN BE SIMPLIFIED
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- 9. 9 Extraordinary Extrapolations Ahead ! Health Warning 1
- 10. Health Warning WHAT IS STRESS? ? WHY STRESS ? STIMULUS STRENGTH V STRESS MEASURING STRESS STRESS HIERARCHY ISOLATING BRAIN REGIONS
- 11. 11 What is stress? ‘the non-specific response of the body to any demand for change’ Hans Selye 1936. ‘individual state of uncertainty about what needs to be done to safeguard physical, mental or social well-being.’ Karl Friston 2017 Uncertainty = Surprise = ‘Free Energy’
- 12. 12 Why stress in Organisational Change? Clearly defined ? Supports Deficit based model in psychology & organisational change Easy to measure? All we understand Stress = change – ‘Brains hate change etc’ Change requires pain – urgency – breaking open the shell of complacency (Lewin) Negative impact on our mental health = duty of care
- 13. Challenging Status Quo Creating Pain Urgency Continuum Not Accepting BAU “Strong and widespread felt need for change although the direction of change is not clear yet Phillips” (1983) Sense of Concern “To break open the shell of complacency and self‐righteousness it is sometimes necessary to bring about an emotional stir up”. Lewin (1943) Organisations are “canyons of complacency” Kotter (2012) Emotional Stir-up “support for attitudes have to be undermined and destroyed if change is to take place.” Schein (1962) Destroy Attitudes “Orchestrating pain messages throughout an institution is the first step in developing organisational commitment to change” Conner ‘create a crisis’ Kotter (2012) Create a Crisis Do we know what we are talking about? “Hiatt (2006) warns against overselling change by putting too much stress on the urgency of every change—reducing credibility. Similarly, Kanter et al. (1992: 383) caution that messages of urgency might appear to “cry wolf” and “fail to induce a felt need for change.“ “it is difficult to make much progress…of a major change effort unless most managers honestly believe that the status quo is unacceptable” (p51) (2012)
- 14. 14 How do we measure stress? Cortisol Pupil Dilation Questionnaire Objective Subjective
- 15. 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 – is this helpful?
- 16. NUMEROSITY DIVERSITY FEEDBACK NON-EQULIBIUM Emergence – what else is there? OF COMPLEX SYSTEMS CHEMISTRY BIOLOGY NEUROSCIENCE PSYCHOLOGY ORGANISATIONAL CHANGE Non-Linear Robustness Modularity Memory Adaptivity PHYSICS Self-Organised =Emergence “At each stage, entirely new laws, concepts and generalisations are necessary… Psychology is not applied biology, nor is biology applied chemistry.” Philip W. Anderson = building block or base feature
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- 19. 19 Is Change Pain? Rock & Schwartz (2006) seem to be the creators of this claim. They state, ‘change is pain’ – asking people to do things differently creates error signals which induces stress & ‘amygdala hijacks’. Change or ambiguity Threat response in our brains (‘fight or flight’) Distraction, anxiety & fear Can’t think well, poorer decision- making, reduced memory, increased anger Poor performance/ more aggressive relationships
- 22. 22 The evidence suggests… Stress is highly nuanced ‘Stress’ needed to change is the same level as waking up Stimulatory levels of ‘stress’ last around 2 hours Our brains seek stimulation Consistently high levels of ‘stress’ affects wellbeing Negative relationship between ‘stress’ performance Performance v habit formation
- 26. Triune Brain – A misleading metaphor? LIZARD BRAIN (Brainstem & Cerebellum) ‘Fight or Flight’ & 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.
- 27. 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
- 28. NLP A mashup of myths or an integrator of change interventions? Your thinking processes – 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
- 29. 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. 30 And change Our Brain 3
- 31. 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
- 32. 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 “Black Swan” Stress increases as uncertainly of strategy choice increases Habit & S-R Learning – 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 – focused and open to new ideas. ‘Seeking system’ stimulated and cortical plasticity Individual response Brain response Stimulation optimizes learning as we can recall previous learning, use our ‘cognitive’ systems and are able to be reflective & outrospective Negative effect - Boredom, disengagement, fear & disgust Positive effect – 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, ‘cognitive overload’ e.g. over training/communication State of Change No Learning – 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)
- 33. 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 “Is an attribute of a person that together with opportunity makes a behaviour possible or facilitates it” OPPORTUNITY “Is an attribute of an environmental system that together with capability makes a behaviour possible or facilitates it” MOTIVATION “Aggregate of mental processes that energise and direct behaviour” NEUROSCIENCE COM-B Model TPB* BEHAVIOURAL CHANGE * Theory of Planned Behaviour Ajzen 1985 AUTONOMY BELONGING External Environment Hypothalamus
- 34. 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 “Black Swan” State of Change System 1 System 2 zzz Fast Slow Unconscious Conscious Automatic Effortful Everyday Decisions Complex Decisions Error Prone Reliable Hypothalamus
- 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 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 – 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 – Mind wandering & creativity No Stress Outcome Known ‘Known Knowns’ Certainty
- 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 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 ’perfect’ strategy/ reward uncertain Norepinephrine This is where the learning happens. We are experiencing ‘simulation’ 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 ‘cognitive’ systems and are able to be reflective & outrospective Transitory levels of cortisol 10-20 (ug/dl) & dopamine release ‘Known Unknowns’
- 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 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 ‘Fight or Flight’ 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 ‘fight or flight’ mode Outcomes Unknown Probabilities Unknown ‘Unknown Unknowns’ 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)
- 38. 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 ‘Fight or Flight’ 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 ’perfect’ strategy/ reward uncertain Norepinephrine Dopamine Bayesian Model or Cognitive Updating
- 39. 39 Distributed Decision Making COMPLY Known Knowns High Impact High Risk – one way Certainty No alternatives Clear causation Data Rich Simple system “Tell” Message Framing Central decision e.g. Safe Guarding CONSULT Known Unknowns Medium Impact Medium Risk Uncertainty Few alternatives Resources Scenario based Complicated System “Sell & Tell” Discuss implications Delegated Decision e.g. Restructuring CO-CREATE Unknown Unknowns Uncertain Impact Low risk – two way Ambiguity Unknown alternatives Unclear outcomes Data Poor Complex system Participation Understand Context Distributed Decision e.g. Values Statement
- 40. 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 – WHAT caused the behaviour? PREDICTION – ‘MODEL FREE’ – ‘TRIAL & ERROR’ Habitual v Goal Directed Behaviour Wood, W., & Rünger, D. (2016). Psychology of habit. Annual review of psychology, 67(1), 289-314.
- 41. 41 Does the brain work the way it does? WHY…? 3
- 42. Mechanics of Complex Systems Free Energy Entropy Free Energy Bayesian Updating Active Inference Markov Blankets
- 43. 43 ENTROPY = When something becomes nothing
- 44. ENTROPY – 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
- 45. Free Energy FREE ENERGY = Divergence –Evidence Discrepancy between our model & the world = prediction error PERCEPTION – change beliefs to minimise divergence ACTION – change observations to maximise evidence CHANGE YOUR MIND CHANGE YOUR WORLD PREDICTION OBSERVATION BEING – Sensory States DOING – Active States
- 46. 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 ‘nested’ in one another Sensing Acting Sensing Acting Sensing Acting Individual Group Organisation
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- 48. Bayesian Updating Getting the complete picture Sensory Input (‘New’ Evidence) Current Beliefs Future Beliefs Organisational Academic Stakeholder Our Knowledge Our Experience Our Current model of the world New mental model of the world Organisation’s most likely situation 1 2 3 4
- 49. 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 ‘know’ ) Knowledge Pattern Matching Agency Practitioner Organisational Stakeholder Academic Active Inference we seek information that makes our predictions of our reality true. This ‘reality’ is our mental model - a bias. Our reality is a self fulfilling perceptual prediction. Authority – information that is repeated within a systems creates a ‘narrative’ where you assume people know what they are talking about. A relational & conceptual beliefs. Empirical – objective observation used to test hypothesis “seeing is believing” - ‘empirical reality’ used in evidence-based practice Automatic –”Automatically generated solutions without long logical arguments or evidence” subject to cognitive bias Experience INTERNAL EXTERNAL
- 50. • Confirmation • Outcome • Authority • Halo • Groupthink Too much information going through my brain Too much information driving me insane!
- 51. 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 ‘play back’ 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
- 53. 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 ?
- 54. 54 Brain Plasticity – what do we mean? Functional reorganization – increasing surface area and division between lobes and hemispheres – prefrontal cortex increased mass Structural reorganisation – increasing grey matter necessary abilities such auditory and language processing, movement, learning, and memory
- 55. 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
- 56. 56 Long Term Potentiation Konorski introduced the term “synaptic plasticity 1948 “neurons that fire together, wire together (Hebb, 1949).” Fits & starts in research Still a lot to learn Warning ! Persistent pressure
- 57. 57 Coping Brain 5 The Default Mode Network
- 58. Posterior Cingulate Cortex Hippocampus Ventro Medial PreFrontal Cortex Anterior Cingulate Cortex (ACC) Default Network = self-referential and introspective state Stores memories of emotional states ‘gut feelings’ & alarm for behavioural snags Mediates emotional states & visuospatial awareness ‘big picture’ Extinguish fear responses & negative emotions controlling the amygdala & decision making Indexes memories used to and infer the future
- 59. Task-Positive Network External Transactional Behavioural Reacting Objective Knowing Default Network Internal Relational Cognitive Envisioning Subjective Imagining Human Beings v Human Doings THE DRIVE TO REFLECT THE DRIVE TO PERFORM BEING DOING
- 60. 60 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. 61 Summary 6 What lesson’s are useful for Organisational Change?
- 62. 1. Context is everything – what are the levels of certainty, ambiguity and risk associated with the change, what are people’s prior experience of change what assumptions are they likely to make – Understanding Interrelationships 2. Say up to date – 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) – Psychological Safety 4. Pressure – it won’t change anything – Wellbeing 62 Lessons from Neuroscience
- 63. AND ... Thank you! from Alex Boulting Owner | ebbnflow +44 7562570000 alex@ebbnflow.co.u k www.ebbnflow.co.u k Stay tuned and check our newest videos on YouTube: