The document, presented by Cynthia Scott, Ph.D., emphasizes understanding how the brain responds to change and outlines a predictable path for navigating change while leading teams from resistance to performance. It discusses the impact of the ‘lizard brain’ on human responses to change and offers strategies for increasing resilience among team members. The content also provides practical exercises and behavior models to help leaders manage change effectively.

1. Presented by
Cynthia Scott, Ph.D., M.P.H
Author of the Mastering the Change Curve assessment

2. Poll
How do you approach change?
 I just try to do what I have to do to get through
the day.
 I tend to doubt or feel angry about new ideas.
 I’m excited about all the new possibilities it
brings.
 I master quickly what needs to be done.

3. Today’s Focus
1. Understand how the human brain responds to
change.
2. Identify a predictable path of navigating
change.
3. Lead teams from resistance to performance.
4. Learn four different ways to increase
resilience.

4. 1. Understand How the Human
Brain Responds to Change

5. Simple Truths
 Our brains don’t like change.
 To thrive, we must understand how to harness
our response to change.
 Leaders need to understand change to foster
innovation and business agility.

6. Imagine this!
Stand up, change
seats, and take
everything with you.

8. The Lizard Brain Hates Change
 The “lizard” is the pre-historic lump near the
brain stem that is responsible for fear, rage, and
reproductive drive.
 Why did the chicken cross the road?
 Because her lizard brain told her to.
 Your lizard brain is here to stay. Your job is to
figure out how to quiet it and ignore it.

9. The Three-Part Brain
 Brain Stem
 Limbic
 Prefrontal cortex

10. Decoding the Lizard
 The limbic system is aroused by emotions.
 It makes toward or away decisions.
 It has “Hot Spots” - patterns of experience that
are stored in your limbic system and tagged as
dangerous.
 An overly aroused limbic system impairs your
cognitive functioning and dramatically reduces
resources.

11. Pop Quiz
How much of our brain processing is unconscious?
A. 30%
B. 50%
C. 90%
D. All of it

12. Quieting the Lizard Brain
 Every interaction is based on how a person perceives danger and
reward.
 In most cases, the lizard brain reaches a conclusion faster than the
Prefrontal Cortex (PFC).
 An overly aroused limbic system impairs your cognitive functioning.
 Once aroused, trying to suppress it only makes it worse.
 The same brain circuitry gets activated by a social threat as a
physical threat and it is stronger and more intense than a physical
threat.
 We want to AVOID WAKING the lizard in people with whom
we engage.

13. SCARF Model of
Social Threats and Rewards
Strategy & Business
August 27, 2009 Autumn 2009
Issue Managing with the Brain in Mind

14. Balancing Threat & Reward
 When threatening one area, balance out with other
areas.
 If several of these SCARF areas get affected, there
is a really strong response.
 Forexample, “English is now our global language”
creates threat in all 5 areas.

15. 2. Identify a Predictable Path
of Responding to Change

17. Change Exercise
 Think of a major change - either personal
or professional - that you have already
moved through.
 Record your thoughts, feelings, and
actions as you remember various stages
of the change.

18. Change Exercise Worksheet
A. Your first awareness of the change … D. When it was over …
Thoughts Thoughts
Feelings Feelings
Actions Actions
B. Early in the change … C. When it was half way through …
Thoughts Thoughts
Feelings Feelings
Actions Actions

19. Poll
In the Change Exercise, which type of change did
you choose?
A. A change I started.
B. A change that happened to me.

20. Jaffe & Scott
Getting Your Organization to Change
1999

21. Denying Behaviors
 Avoid the topic
 Appear unconcerned
 Refuse to take initiative
 Act like nothing is happening
 Do routine work only

22. Endings Take Time

23. Resisting Behaviors
 Anger
 Complain and blame
 Become passive
 Exhausted and overwhelmed
 Preoccupied with the details of the change

24. Exploring Behaviors
 Experiment and seek new ways
 Begin to create a vision of the future
 Accomplish intermediate goals and celebrate
milestones
 Take risks
 Generate lots of ideas
 Trouble staying focused

25. Committing Behaviors
 Regain sense control
 Feel comfortable
 Take time to affirm and recognize their efforts
 Reflect on what they have learned
 Start looking ahead to the next change

28. Notice Your Denial Focus Your Commitment
Identify the reality of the Focus your energy where you
situation: can make a difference:
• What is changing? • Act on issues you can control
• What are the causes? • Let go what you can’t control
• What are the effects? • Increase your influence
Feel Your Resistance Reframe Your Exploration
Recognize your feelings about View the situation from a different
the change: perspective:
• Listen to yourself talk • Look for the opportunities
• Acknowledge what you are • Imagine the outcomes
losing or gaining • Make things better now
• Express your feelings

29. 3. How to Lead Teams from
Resisting to Performing

30. Lead through Denying
 Talk about possible future opportunities.
 Explain the realities of the marketplace.
 Go on field trips to “see” the future.
 Express your vision of the future.

31. Lead through Resisting
 Listen closely, be aware of individual reactions
and validate them.
 Help the team identify losses and gains.
 Interact with other teams who have moved along
in the process.
 Manage your own resistance and keep a sense
of humor.

32. As a change leader,
don’t let concerns go unexpressed,
it will affect results.

33. Lead through Exploring

34. Unaware / Denying
Committing
Wake-Up Announcement
Implement!
Resisting Exploring
Listen! Possibilities!

35. Choosing Where to Start

36. When to do Training

37. 4. Learn Four Different Ways
to Increase Resilience

38. Reflect
Think about a time in your life
when you were doing really well.

39. Reflect
 Did things make sense?
 Did you go beyond your limits?
 Did you take direct action?
 Did someone acknowledge you?

40. Create Hardiness
 Coherence
 Challenge
 Control
 Connection

41. Tip Sheet:
Strategies to Increase Employee Involvement
 Meet regularly to discuss why the organizational
changes occurred.
 Constantly communicate clear goals and a vision.
 Encourage people to discuss fears and concerns.
 Hold open “forums” for employees to raise questions.
 Establish regular meetings to discuss progress.
 Develop rituals.
 Let people choose.

42. Questions?
Please submit your
questions now.

43. Thank You
Don’t miss out!
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