neuroleadership 004
TRANSCRIPT
NeuroleadershipUsing your brain to promote real improvements in yourself and others
By Carlo LazzariCopyright © 2016
Neurological variablesmay help provide a better understanding of why leaders do what they do. That is, if regions of the brain, as well as neurologicalvariables emanating from those regions, can be associated with leader behavior, then insights may be gained with regard to that behaviour
Social cognitive neuroscience and leadershipDavid A. Waldman, Pierre A. Balthazard, Suzanne J. Peterson.The Leadership Quarterly 22 (2011) 1092–1106
Frontal lobe
functions
•Control of your behaviour
•Ethics and Super-Ego
•Social intelligence
Occipital
lobes
•Visuospatial Intelligence
•Learning how to see
Parietal-
occipital lobes
•Learning how to listen to people
•Learning how to communicate
•(Broca and Wernicke’s areas)
Limbic system
•Regulating your emotions
•Emotional Intelligence
Corpus callosu
m
•Becoming multi-task•Focused attention to multiple details
•Connecting right with left brain
FRONTAL LOBES
Conceptuali-zation
Finding similarities: e.g., in what way condition
A is similar to condition
B
Mental Flexibilit
y
Finding as many
solutions as
possible that share the same characteristics: e.g.
Program-ming
Being able to do
things in the right order and
in the right way
Sensitivity to
interferences
Being able to think in the pre-
established order
and not to be
distracted by cues
that appear to be similar
Environmental
autonomy
Not being distracted
by environme
ntal interferen
ces
FRONTAL LOBES
References• Dubois, B; Litvan, I. The FAB: A
frontal assessment battery at bedside. Neurology. 55(11): 1621-1626, 2000.
• Slachevsky, A.; Dubois, B. Frontal Assessment Battery and Differential Diagnosis of Frontotemporal Dementia and Alzheimer Diseases. Archives of Neurology. 61(7);1104-1107, 2004.
Using your frontal lobes• Motor Functions• Higher Order Functions• Planning• Reasoning• Impulse Control• Memory• Spontaneity• Problem solving• Initiation• Judgement• Social behaviour
• Being able to coordinate your efforts to interact well with others and environment
• Making the physical environment friendly to carry on your tasks
Motor functions
• Creativity and enlightenment. Finding new solutions to old problems. Discovering new venues and inventing new things, procedures, and solutions.
Higher order functioning:
• “The process of making plans for something” (Oxford Dictionary)
• “The act or process of making or carrying out plans; specifically : the establishment of goals, policies, and procedures for a social or economic unit (city planning) (business planning) (Merriam-Webster Dictionary)
• Being able to predict possible future scenarios. Utilising your mind to understand what happens after certain events occur. Promoting the vision.
Planning:
• “The process of thinking about something in a logical way in order to form a conclusion or judgment” (Merriam-Webster dictionary)
• Utilising procedural guidelines (E.g. CQC and NICE) in order to achieve reasonable and acceptable goals
Reasoning
• “The ability to make good decisions about what should be done” (Merriam-Webster dictionary)
Judgement
• Being able to delay immediate gratifications and pleasure for the good of your organization and team
• Being able to control your emotions to improve work climate.• Delaying your immediate gratifications for the sake of your team
Impulse control
• “The power or process of remembering what has been learned” (Merriam-Webster)
• Becoming self-reflecting and learning from errors or achievements
Memory
Impulse control
“Education is not the learning of facts, but the training of the mind to think”(Albert Einstein)
Teory of Mind (ToM)
Teory of Mind (ToM)ToM implies “the ability to make, and take into account, attributions regarding other people’s mental state. This is important for “interacting in a socially appropriate and sensitive manner”. People with frontal lobe damage become antisocial and have an ‘unintentional insensitivity to social rules and to the feelings of others’.
ReferencesRowe, AD, Bullock, PR, Polkey CE, and Morris, RG (2001). Theory o mind impairments and their relationship to executive functioning following frontal lobe excisions. Brain, Vol. 124, 600-616.
OCCIPITAL LOBES
Vision
Visuo-spatial intelligence:Participants who were good at complex visuospatial tasks that involved visually encoding items, maintaining those images, and manipulating them --- in other words, people who had more effective "inner sketchpads" (useful in everything from rearranging the furniture to fitting luggage into the trunk of the car) -- also performed better on executive function tasks.
The result is what’s broadly known as visual processing data, basically information that the brain uses to interpret and make sense of things that are seen.
• Recognizing patterns, procedures and pathways
• Memorizing patterns, procedures and pathways
• Finding a pathway in a maze or in a distracting environment
• Memorizing a pathway
• Finding similarities in visual patterns
• Remembering similarities in visual objects
Visual intelligence?
Psych
osis
Depres
sion
EUPD
Drugs
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E.g. Can see that two patients ‘show’ similar symptoms. Can see trends in statistical figures.
• Memorizing patterns, procedures, pathways: leader can remember how she reached a certain goal and what were the steps or schemes utilized.
• E.g., A nurse can visualize how she performed a surgical procedure in the past and utilizes it again in a similar case.
• A sport coach utilizes past schemes to improve actual team’s performance.
Visual intelligence in leadership and education
Neuroeducation and neuroleadership of Occipital Lobes: how to influence them as a leader and teacher of a team
• Be clear and evident• Provide visual
indications to your team
• Show pathways to perform a task
• Inform team by schemes and images
• Provide clues to master a maze
• ‘Show’ how things can be done
NEUROLEADERSHIP
Exercise: What is the neuroleadership style implied?Making a mental map of the actions to be
takenPlanning a better
strategy to deal with things
Writing a scheme to deal with procedures
Showing to the team how to deal with
customers
Using charts to illustrate policies
Find the management unfair
towards the own rights
Hearing: auditory neuroleadership
Temporal Lobe FunctionsUnderstanding
language
Behaviour, Emotional and Social
Memory
Hearing: primary and association
Olfactory: primary and association
Links past and present sensory and emotional
experiences into a continuous self
Stages in neuroleadership by temporal lobe training
Understanding language
Behaviour, Emotional and
Social
Memory
Hearing: primary and association
Olfactory: primary and association
Links past and present sensory and
emotional experiences into a
continuous self
Empathic listening and attention to what is told
to you or you hear
Social and emotional intelligence. Well-
behaved leaderMemorizing everything
related to your organization. Utilizing past experiences for
leading teamsYou are able to understand spoken
language and expressed emotions
You use olfactory clues to direct yourself in
your choices: e.g. chefYou organize your
sensory and emotional experiences into a
coherent plan for your leadership
“When you talk, you are only repeating what you know; but when you listen, you learn something new”
(Dalai Lama)
“Preparing a good meal is about caring, kindness, flavours, patience, good mix, good taste and pleasure. Lead in the same way”
(Lazzari)
Squarely face the person Open your posture
Lean towards the sender Eye contact maintained Relax while attending
S.O.L.E.R. STRATEGIES OF Active Listening (Barr & Dowding, 2008)
Barr, J, Dowding, L. (2008). Leadership in Healthcare. London: Sage.
Parietal lobes and parietal neuroleadership
PARIETAL LOBES
Parietal Lobe Neuroleadership
Cognition
Information processing
Pain and touch sensation
Spatial orientation
Speech
Visual Perception
Parietal Lobe
Neuroleadership
Skilled in understanding speech
and verbal communication
Skilled in expressing yourself by words
Skilled in learning to read or interpret
words, letters and other symbols
Skilled in performing complex movementsSkilled in recognizing
and discriminating physical objects by
touchSkilled in numeracy
and writing
Parietal Lobe Neuroleaders
hip
Skilled in understanding speech
and verbal communication
Skilled in expressing yourself by words
Skilled in learning to read or interpret
words, letters and other symbols
Skilled in performing complex movementsSkilled in recognizing
and discriminating physical objects by
touchSkilled in numeracy
and writing
Parietal Lobe Neuroleaders
hip
Being able to understand speech
Being able to express herself or himself by
wordsSkilled in learning to
read or interpret words, letters and
other symbols Skilled in performing complex movementsSkilled in recognizing
and discriminating physical objects by
touchSkilled in numeracy
and writing
Parietal Lobe Neuroleadership
Being able to understand speech
Being able to express herself or himself by
wordsSkilled in learning to
read or interpret words, letters and
other symbols Skilled in performing complex movementsSkilled in recognizing
and discriminating physical objects by
touchSkilled in numeracy
and writing
The fewer rules a coach has, the fewer rules there are for players to break. ~John Madden
• Intuition• Association• Metaphorical• Impressionistic• Can be
switched off• No sense of
intentional control
• Secret author of your choices and judgements
Sistem 1
• Slow• Deliberate• Effortful• Its operations
require attention• Takes over when
things become difficult
Sistem 2
I feel very distressed by
the actual situation of our department. I
need to do something
It’s like going backwards like
crabs. We are no longer able to achieve our
goals.When it’s enough it’s
enough. I am no longer
supporting this conflict in my organization
Sistem 1
I am thinking about a plan to solve the
issue. Give me some days.In order to solve this problem I
need to hear from my executive
team.
I go by guidelines
Sistem 2
Sistem 3
(Lazzari)
Instinctive neuroleadership: The Reptilian Brain(Lazzari-Shoka)
Priority is the own survival
Having to make a choice, prioritizes the
own interests
Not bothered by moral conflicts
The own bank account comes first
If the organization becomes problematic,
thinks how to preserve the own
interestsMight overuse organizational resources and
privileges for the own good
Instinctive neuroleadership: The Reptilian Brain
Everybody out! There is a fire
I need to save the assets. Therefore, I don’t care if they
complain about my leadership style.I have to please my managers. I don’t care to be
rude with my subordinates
I feel upset with the way in which
you treat me. You’ll see what will
happen to you
Instinctive neuroleadership: The Reptilian Brain
Instinctive neuroleadership: The Reptilian Brain
Instinctive neuroleadership: The Reptilian Brain
Positive aspects of reptilian Neuroleadership
The hippocampus (Reptilian Brain) is critical for map-like or relational memory representations of allocentric space, where objects are represented in relation to other objects. Reptilian Brain is needed for encoding of relationships among multiple environmental features (place learning)” (Nauman, 2015)Allocentric:Relating to spatial representations: linked to a reference frame based on the external environment and independent of one's current location in it. For example, giving the direction as "north," as opposed to "right" (egocentric). (Wiktionary)
The reptilian brainRobert K. Naumann, Janie M. Ondracek, Samuel Reiter, Mark Shein-Idelson, Maria Antonietta Tosches,Tracy M. Yamawaki, Gilles LaurentCurrent Biology, Vol. 25, Issue 8, 2015; R317-321.
Instinctive neuroleadership: The Reptilian Brain
Leading with The Reptilian Brain(Lazzari-Shoka)
Orienteering
Strategic planning
and SWOT
Analysis
Leading with The Reptilian BrainPersonal Pathway
Organizational Pathway
Career Pathway
Career Pathways is a workforce development strategy used in the United States to support workers’ transitions from education into and through the workforce
Finding connections and multitask neuroleaders
CORPUS CALLOSUM
Multitasking neuroleadership
Multitasking neuroleadership
“No significant sex difference in the size or shape of the corpus callosum”.Sex Differences in the Human Corpus Callosum: Myth or Reality?Neuroscience & Biobehavioral ReviewsVolume 21, Issue 5, 1997, Pages 581–601
Language, normally involvesinformation processing between both hemispheres.
Relationship between the corpus callosumand bilingual capacity: literate womenhad a significantly larger posterior midbody midsagittal area compared to illiterate women: The greater the phonetic capacity, the greater the need for mouth and lip adjustment. The increase in anterior midbody area of c.c. in bilinguals is probably due to an increase in fiber numbers emanating from the left hemisphere traveling to the right hemisphere.
Bilingual corpus callosum variabilityPorter E. Coggins, Teresa J. Kennedy, and Terry A. ArmstrongBrain and Language 89 (2004) 69–75
Leading with the Corpus Callosum
Multilingual
Multi-verbal tasks:
Interpreters, international
traders
Developing multi-ethnic
competencies
Touring Machine
Disorders of corpus callosum
Difficulties on multidimensional tasks, such as using language in social situations (for example, jokes, metaphors), appropriate motor responses to visual information (for example, stepping on others’ toes, handwriting runs off the page), and the use of complex reasoning, creativity and problem solving (for example, coping with math and science requirements in middle school and high school, budgeting).Challenges with social interactions due to difficulty imagining potential consequences of behavior, being insensitive to the thoughts and feelings of others, and misunderstanding social cues (for example, being vulnerable to suggestion, gullible, and not recognizing emotions communicated by tone of voice). Limited insight into their own behavior, social problems, and mental challenges.
http://nodcc.org/corpus-callosum-disorders/
Heart-Brain Connections and neuroleadership
“The amount of blood reaching the cerebral circulationmay further depend on heart function and patency of thecerebropetal arteries. To conclude, there is emerging evidence supporting alink between cerebral haemodynamic impairment and cognitivefunction.
The heart-brain connection: mechanistic insights and modelsK. Ritz & M. A. van Buchem & M. J. DaemenNeth Heart J (2013) 21:55–57.
Heart-Brain Connections and neuroleadership
“Heart coherence, representing the degree of ordering in oscillation of heart rhythm intervals, increased significantly during meditation. Relative EEG alpha power and alpha lagged coherence also increased”. Dynamic correlations between heart and brain rhythm during Autogenic meditation Dae-KeunKim1,2, Kyung-MiLee1, JongwhaKim2, Min-CheolWhang2* and SeungWanKang1,3* Frontiers in Human Neuroscience; July2013|Volume7|Article414 | pp.1-8
The brain in the heart: After extensive research, Armour (1994) introduced the concept of functional ‘heart brain’. The heart’s nervous system contains around 40,000 neurons, called sensory neurites (Armour, 1991). Information from the heart - including feeling sensations - is sent to the brain through several afferents. These afferent nerve pathways enter the brain at the area of the medulla, and cascade up into the higher centres of the brain, where they may influence perception, decision making and other cognitive processes (Armour, 2004).
Armour J A (1991), Anatomy and function of the intrathoracic neurons regulating the mammalian heart. In: Zucker I H and Gilmore J P, eds. Reflex Control of the Circulation. Boca Raton, FL, CRC Press: 1-37.
Heart-Brain Connections and neuroleadership
Heart-Brain Connections and neuroleadership
Plato's tripartite theory of soul
Rational soul: thinks, analyses, looks ahead,
rationally weighs options, and tries to gauge what is
best and truest overall.Spirited: the part that
gets angry when it perceives (for example) an injustice being done. This is the part of us that
loves to face and overcome great
challenges, the part that can steel itself to
adversity, and that loves victory, winning,
challenge, and honour. Appetitive includes all our myriad desires for various
pleasures, comforts, physical satisfactions,
and bodily ease.
Shoka-Lazzari three stage neuroleadership planning
Wish
• In order to implement a change you need to use your appetitive soul and wish intimately the pleasure that this can provide to you and your organization. Your gut feelings will tell you.
Feel • In order to implement a change you
need to feel positive about the plan and perceive ‘flow’ and ‘happiness’ feelings in doing it. Your heart will tell you.
Think
• In order to achieve an organizational goal you need rational planning after you wished it and felt it was good to do. You need your prefrontal brain.
Going with the FlowThe psychology of happiness by Csikszentmihalyi
Flow, also known as the zone, is the mental state of operations in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity. In essence, flow is characterized by complete absorption in what one does.
Happeness
Happiness is reached whenever a person is performing a task where the skill level and the challenge itself are above one’s own average (SM=subjective mean)
Copyright Antonella Delle Fave , Fausto Massimini, Marta Bassi, 2010
The 8-channel model of flow according to Delle Fave et al.
Neural coding is inferred in practice by measuring brain activity correlated to a pleasant stimulus, using human neuroimaging techniques, or electrophysiological or neurochemical activation measures in animals (Aldridge and Berridge, 2010).
Going with the FlowPleasure centres in the brain
The Functional Neuroanatomy of Pleasure and HappinessMorten L. Kringelbach, Kent C. Berridge, Discov Med. 2010 June ; 9(49): 579–587.

Anterior cingulate and orbitofrontal cortices have a high density of opiate receptors
Going with the FlowPleasure centres in the brain
The Functional Neuroanatomy of Pleasure and HappinessMorten L. Kringelbach, Kent C. Berridge, Discov Med. 2010 June ; 9(49): 579–587.

Pleasure centres in the brainIn humans,
pleasure centres are mostly localized within the orbitofrontal cortex of the prefrontal lobe
The stress zones in
organizations
CONCLUSION
Santiago Ramon y CajalAs long as our brain is a mystery, the universe, the reflection of the structure of the brain will also be a mystery.