mindful human resources: how social neuroscience can empower a more future-oriented workforce
TRANSCRIPT
MINDFUL HR How social neuroscience can empower a more future-oriented workforce
Medina Eve Abdelkader Foresight Strategy & Change Management Consultant
medinaeve [email protected]
How does the brain form ideas about the future?
OUR BRAINS ARE KIND OF CRAP AT PROCESSING CHANGE.
I
RESPONSIBLE FOR COGNITIVE PROCESSING SPECIFICALLY, EMOTION AND REWARD IN DECISION-MAKING
ORBITAL FRONTAL CORTEX
IN THE HUMAN BRAIN, UNCERTAINTY IS REGISTERED AS AN ERROR BY THE ORBITAL FRONTAL CORTEX
ORBITAL FRONTAL CORTEX
WE REMEMBER THE FUTURE. II
WITHIN A FIFTH OF A SECOND THE BRAIN DECIDES IF SOMETHING IS A THREAT OR A REWARD
III
[…] when a person encounters a stimulus their brain will either tag the stimulus as ‘good’ and engage in the stimulus (approach), or their brain will tag the stimulus as ‘bad’ and they will disengage from the stimulus (avoid).
DAVID ROCK
DESIGNED TO REFLEXIVELY AND CONTINUOUSLY MINIMIZE DANGERAND MAXIMIZE REWARD
BRAINSTEM - LIMBIC SYSTEM
AmygdalaREMEMBERS WHETHER SOMETHINGSHOULD BE APPROACHED ORAVOIDED
BRAINSTEM - LIMBIC SYSTEM
AmygdalaIS USED IN FORMING BOTHEPISODIC MEMORY (EXPLICIT)AND PROCEDURAL MEMORY(IMPLICIT)
BRAINSTEM - LIMBIC SYSTEM
AmygdalaRESPONDS PROPORTIONATELYTO THE INTENSITY OF THE EMOTIONAL RESPONSE
BRAINSTEM - LIMBIC SYSTEM
THE BRAIN CAN CHANGE, BOTH IN STRUCTURE AND FUNCTION, VIA ITS ENVIRONMENT OR PERSONAL EXPERIENCE
IV
Neuroplasticity is “an intrinsic property of the human brain and represents evolution's invention to enable the nervous system to escape the restrictions of its own genome and thus adapt to environmental pressures, physiologic changes, and experiences” ALVARO PASCUAL-LEONE
REGULATES EMOTION ANDRESPONSIBLE FOR MAKING NEWMEMORIES.
Hippocampus
BRAINSTEM - LIMBIC SYSTEM
RESPONSIBLE FOR SELF-REGULATIONAND LEARNING FROM PAST EXPERIENCETO MAKE BETTER DECISIONS
ANTERIOR CINGULATE CORTEX (ACC)
The plastic paradox teaches that neuroplasticity can also be responsible for many rigid behaviours, and even some pathologies, along with all the potential flexibility that is within us. […] It is a phenomenon that produces effects we think of as both bad and good—rigidity and flexibility, vulnerability, and an unexpected resourcefulness. NORMAN DOIDGE
How can we nurture psychologically-safe workplaces?
FUTURE-FACING ORGANIZATIONAL CULTURE
First principles of
ORGANIZATIONAL CULTURE IS A WICKED, LIVING SYSTEM
One
THE BRAIN IS INHERENTLY PREDICTIVE, BUT INFORMED BY PAST EXPERIENCES
Two
THERE ARE IDEAL NEUROLOGICAL CONDITIONS FOR CONSIDERING THE LONG VIEW
Three
DIVERSITY OF THOUGHT AND PERSPECTIVE BETTER PREPARES US FOR THE FUTURES
Four
THE SHARED VISION OF AN ORGANIZATION’S PREFERRED FUTURE IS CRITICAL
Five
TO ERR IS HUMAN - AND CRUCIAL IN FOSTERING A COGNITIVE TOOLKIT FOR FUTURING
Six
So, what’s a brain to do?
PSYCHOLOGICAL SAFETY
How can we nurture psychologically-safe workplaces?
S C A RA brain-based model for collaboration
DAVID ROCK (2008)
F
S C A R FSTATUSRelative importance to others
S C A R FCERTAINTYBeing able to predict the future
S C A R FAUTONOMYProvides a sense of agency over events
S C A R FRELATEDNESSA sense of safety with others, of friend rather than foe
S C A R FFAIRNESS
The perception of fair exchanges between people
Articulate a clear vision of the future.
Promote radical candour across all levels.
Think from a first principles perspective.
W.W.E.D.
Reduce hierarchy, and adopt lattice structures.
BILL GORE
The simplicity and order of an authoritarian organization make it an almost irresistible temptation. Yet it is counter to the principles of individual freedom and smothers the creative growth of man. Freedom requires orderly restraint. The restraints imposed by the need for cooperation are minimized with a lattice organization.
Host the occasional anxiety party.
Encourage leaders to personalize their leadership.
Make emotional intelligence a priority.
My interest is in the future because I am going to spend the rest of my life there.
CHARLES KETTERING
REQ
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D RE
ADI
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http://www.nytimes.com/2016/02/28/magazine/what-google-learned-from-its-quest-to-build-the-perfect-team.html
REQ
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Google’s Project Aristotle
https://www.med.illinois.edu/depts_programs/.../SCARF-NeuroleadershipArticle.pdf
SCARF: A Brain-Based Model for Collaboration
https://www.youtube.com/watch?v=4yODalLQ2lM
Radical Candor — The Surprising Secret to Being a Good Boss
OTH
ER M
EDIA
https://www.ted.com/talks/michael_merzenich_on_the_elastic_brain?language=en
Michael Merzenich: Growing evidence of brain plasticity
http://www.wial.org/uploads/resources/d05d2a6414bc6889fe4c40bbda53f487.pdf
The Neuroscience of Motivation
http://freakonomics.com/podcast/failure-is-your-friend-a-new-freakonomics-radio-podcast/
Freakonomics Radio: Failure is your friend
http://www.radiolab.org/story/317421-blame/
Radiolab: Blame
