relationships that work! neuroleadership - the neuroscience of collaboration
TRANSCRIPT
Relationships That Work!
Neuroleadership - The Neuroscience of Collaboration
Why this topic?
What do I do?
•Dopamine •Cortisol
What is Neuroleadership
The Neuroscience of:• Making decisions and
solving problems• Staying cool under pressure• Collaborating with others• Facilitating change
In a nutshell…..
Bringing hard science to the art of human performance.(leadership development, coaching, change management and learning)
DavidFrom David Rock, Neuroleadership Institute
Understanding the Brain
• A hand model of the brain from Dr. Dan Siegel
• http://www.youtube.com/watch?v=DD-lfP1FBFk
Neuroscience – The Four Key Elements
1. Neuroplasticity – the ability of the brain to change
2. Long-term potentiation – focus and attention to change
3. Minimize danger and maximize reward – the organizing principle of the brain
4. The deeply social brain - SCARF
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.
The Organizing Principle of the Brain
Away Toward
Threat Reward
Fast ActingStrongerLonger LastingMore LikelyAdrenaline UpDopamine Down
Slower ActingMilderShorterLess CommonAdrenaline a little upDopamine Up
The Organizing Principle of the Brain
Away Toward
Threat Reward
Minimize dangerDisengagedUncertaintyProblem focusedAvoidContractDislikeTunnel Vision
Maximize rewardEngagedInterestSolution focusedApproachExtendLikeGlobal View
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
The deeply social brain….
Social Pain = Physical Pain
Eisenberger/Lieberman, Social Pain Physical Pain Overlap Theory, SPOT
The SCARF Model
Away Toward
Threat RewardStatusCertaintyAutonomyRelatednessFairness
David Rock, 2008
SCARF domains in more detail…
Status• Your perception of your position, relative to another person
SCARF domains in more detail…
Certainty• The brain is a prediction machine.
• Uncertainty arouses the limbic system
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.
SCARF domains in more detail…
Relatedness• Friend or Foe• Trust of distrust• Connect or don’t connect
Foe is the default
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
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?
Implications of SCARF
• Engagement• Leadership Practices• Organizational Change• Motivations• Incentives• Managing Performance• Teams & Collaboration
The Elephant in the Room
Benefits of a Neuroleadership
approach• Bringing hard science to the art of human performance–Academic approach–Research based evidence
