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Relationships That Work!

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Presentation on theme: "Relationships That Work!"— Presentation transcript:

1 Relationships That Work!
Neuroleadership - The Neuroscience of Collaboration

2 Why this topic? In a world of increasing interconnectedness and rapid change, there is a growing need to improve the way people work together. understanding the true drivers of human social behavior is becoming ever more urgent in this environment. The study of the brain, particularly within the field of social, cognitive and affective neuroscience is starting to provide some underlying brain insights that can be applied in the real world (Lieberman, 2007). Social neuroscience explores the biological foundations of the way humans relate to each other and to themselves and covers diverse topics that have a different degree to which they can be operationalized and unambiguously tested. Topics include: theory of mind, the self, mindfulness, emotional regulation, attitudes, stereotyping, empathy, social pain, status, fairness, collaboration, connect- edness, persuasion, morality, compassion, deception, trust and goal pursuit. From this diversity, two themes are emerging from social neuroscience. Firstly, that much of our motivation driving social behavior is governed by an overarching organizing principle of minimizing threat and maximizing reward (Gordon, 2000). Secondly, that several domains of social experience draw upon the same brain networks to maximize reward and minimize threat as the brain networks used for primary survival needs (Lieberman and eisenberger, 2008). in \other words, social needs are treated in much the same way in the brain as the need for food and water.

3 Dopamine  Cortisol  What do I do?
I am a neurotransmitter. I am a good day I am dopamine. ON a bad day I am cortisol. Bottom line, I want to translate this work to leaders and make it accessible, understandable, usable!

4 What is Neuroleadership
The Neuroscience of: Making decisions and solving problems Staying cool under pressure Collaborating with others Facilitating change The field draws on: Research on the brain (not so relevant..more on cognition, the mind, Research on study of insight, self awareness, social (even mindfulness has 150 neuroscientists working on research!) Neuroleadership has the potential to replace the engineering-driven, mechanistic approach to  managing talents with a more effective, humane way. When looking at “company values,” competency models, leadership frameworks, or sales cycle flows, it’s easy to get the impression that this mechanistic approach is driving the entire industry. However, the approach ignores what brain research tells us about how people learn and work together.

5 In a nutshell…..

6 Bringing hard science to the art of human performance.
(leadership development, coaching, change management and learning)

7 David From David Rock, Neuroleadership Institute

8 Understanding the Brain
A hand model of the brain from Dr. Dan Siegel

9 Neuroscience – The Four Key Elements
Neuroplasticity – the ability of the brain to change Long-term potentiation – focus and attention to change Minimize danger and maximize reward – the organizing principle of the brain The deeply social brain - SCARF

10 The organizing principle of the brain
Neuroscientist Evian Gordon, in one of the latest meta - analyses of brain research in the world, proposes that the organizing principle of the brain is the minimize danger and maximize reward. (Gordon, 2008) The basis for this belief is the extensive literature emerging about the reward/threat response (e.g. Elliot , 2008) For example, the neural basis of engagement is closely linked to the threat/reward function.

11 The Organizing Principle of the Brain
Away Toward Threat Reward Fast Acting Stronger Longer Lasting More Likely Adrenaline Up Dopamine Down Slower Acting Milder Shorter Less Common Adrenaline a little up Dopamine Up We know that depending on which state you are in has an impact on your capacity to do good work. Being in the maximize reward state, this is the state of engagement. Leaders know about the carrot and the stick. Turns out there are much more powerful reward states. Brain research has given us a much more rich understanding of these reward states.

12 The Organizing Principle of the Brain
Away Toward Threat Reward Maximize reward Engaged Interest Solution focused Approach Extend Like Global View Minimize danger Disengaged Uncertainty Problem focused Avoid Contract Dislike Tunnel Vision

13 Exercise Think back over the past week, and connect with what is a typical day for you Find a partner now, and discuss what situations put you in an away or a toward state

14 The deeply social brain….

15 Social Pain = Physical Pain
Eisenberger/Lieberman, Social Pain Physical Pain Overlap Theory, SPOT

16 The SCARF Model Away Threat Status Certainty Autonomy Relatedness
Toward Threat Reward Status Certainty Autonomy Relatedness Fairness These five elements are environmental factors that the brain is monitoring, at an unconscious level . They have a tremendous impact on our motivation, on whether we are in that reward state or danger state. David Rock, 2008

17 SCARF domains in more detail…
Status Your perception of your position, relative to another person Science tells us – we know when you experience a drop in status, it activates a region in your brain that is the same as physical pain. When you receive an increase in status, the circuitry of the brain receive that the same way as if you have just received a monetary reward. In fact, it create more of a response than money! It is an important domain of the reward states. It is an important driver of behaviour. Giving feedback is one of the hardest t hings to do in the workplace. People wil often argue because it’s a threat to their status. One way to get around it is to get people to give feedback to themselves. This literally increase the status circuitry.

18 SCARF domains in more detail…
Certainty The brain is a prediction machine. Uncertainty arouses the limbic system We know from brain studies that ambiguity of any kind creates a danger state. We we outline clear expectations, we increase Mergers are great examples. Sometimes just letting your people know on what date they are going to receive more information, diminishes the danger state and moves them one step closer to reward stage.

19 SCARF domains in more detail…
Autonomy The brain likes to be able to predict and have a say in the future. A feeling of having a choice dramatically impacts stress levels. We know from brain studies, when they feel they have no choice, no control, no autonomy – the level of stress goes up. People need to know they have choices.

20 SCARF domains in more detail…
Relatedness Friend or Foe Trust of distrust Connect or don’t connect Foe is the default When you meet new people, your brain detects automatic threat. Once we bond with someone (a conversation, a handshake) Oxytocin response – sends a bonding message and tells the brain that the person likes us and puts them in category of friend vs. foe. If you are working in teams, esp virtually, we need to actively create this bonding.

21 SCARF domains in more detail…
Fairness Brain regions associated with primary rewards - food, pleasant touch or pleasant memories, money, a picture of a loved one – those same regions were active when people received fair offers compared to unfair offers of equal level The brain science is very clear here. A fair exchange activates the rear There are many implications for this. Given that people automatically err in the danger response. Its very important for leaders to be very transparent and not keep things a secret… that creates automatic unfair exchange and heightens danger threat. New managers will often threaten people in all five areas.

22 SCARF Exercise Thinking about a current work situations or change process you’re involved in, how might the SCARF Model affect how you’re managing that process/situation? What might you do differently now?

23 Implications of SCARF Engagement Leadership Practices
Organizational Change Motivations Incentives Managing Performance Teams & Collaboration

24 The Elephant in the Room
We need more tools as leaders increase responsibility. It is believed to happen due to increase in volume of work and the increased stress and threat – fight, flight, freeze reactions. Having brain research does something really ijmportant – it is speaking to peple about self and social awareness in a way that makes sense (it is tangible, its research and evidence based). Leaders are more willing to pay attention to this research. It increases the chance of giving leaders a common language ..and that gives them the potential for self regulation. Behaviour change happens (and this is central!) when we notice something as it is occuring and we alter behaviour. We can’t notice a behaviour if we don’t have language for it.

25 Benefits of a Neuroleadership approach
Bringing hard science to the art of human performance Academic approach Research based evidence

26 How to Reach Me Jackie Lauer

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