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Medtronic NeuroLeadership Group

Christopher Presentation
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chris samsa

on 27 February 2013

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Transcript of Medtronic NeuroLeadership Group

The Neuroscience of Leadership: New Insights for Creating Change that Lasts Christopher Samsa Christopher Samsa - UK Organizations are like brains... Complex, dynamic

Distributed systems

Wide scale change in either
requires attention An antidote to positivity Dr Alman Wey discusses Despondex What we will cover What we know about change The science of toward and away:
the organising principle of the brain Facilitate new connections SCARF model What we know about change... Organizational change effectiveness McKinsey Quarterly, 2010 1995 = 30%
2000 = 30%
2005 = 30%
2010 = 30% In a nutshell… Change is hard, people feel ill equipped
and it takes time! Why change efforts fail 39% employee resistance to change
33% management behavior does not support change
14% Other obstacles
14% inadequate resources or budget The science of toward and away Working memory Dan Siegel's hand model of the brain The skittish limbic system The organising principle of the brain Neuroscientist Evian Gordon, in one of the largest meta-analyses of brain research in the world, proposes that the organising principle of the brain is to minimize danger and maximise 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 this threat/reward function. The organising principle of the brain Exercise I'm going to split you into two groups
Each person in the group has one minute to individually complete the maze
Then as a group answer the questions Discuss with a partner what situations, conversations and events put you in a toward or away state Minimise danger and maximise reward People in a reward state • Experience increased cognitive resources (Arnsten, 1998) • Are generally more creative (Friedman & Förster, 2001) • Solve more problems with the insight phenomenon, which is required for complex problem solving (Subramaniam et.al, 2009) • Come up with more ideas for actions (Frederickson, 2001) • A wider field of perceptual view (Schmitz, De Rosa & Anderson, 2009) CRA Problems The deeply social brain Social pain = physical pain Eisenberger/Lieberman – Social Pain Physical Pain Overlap Theory - SPOT SCARF Model Lets try to understand the
SCARF domains a bit more Status Your perception of your position,
relative to another person. Certainty The brain is a prediction machine.
Uncertainty arouses the limbic system. 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. Relatedness Friend or foe Trust or distrust Connect or don’t connect Foe is the default! 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. Fairness is an in built, primeval instinct… SCARF self assessment Your SCARF order Implications of SCARF Engagement Leadership practices Organizational change Motivation Incentives Managing performance Teams & collaboration Emotional regulation Labeling We predict it will make things worse
Actually reduces arousal Emotional regulation Reappraisal Needed for strong emotional hits
Involves changing your appraisal of events Most problems aren’t solved rationally The deeply social brain Our best and worst moments are social

Collective intelligence is more social than IQ

Want to live longer? Get some friends…

Positive social traits trump bad health habits

Why heavy drinkers outlive non drinkers Benefits of a neuroscience approach Bringing hard science to the art of human performance Academic approach
Research based evidence Lord Professor Robert Winston - How we learn water - mine - shaker home - sea – bed force - line – mail Oxytocin Break cracker - fly - fighter safety - cushion - point  fish - mine - rush Brain-based change model 1. Create a ‘toward’ state

2. Facilitate new connections

3. Embed new habits 5 levels of focus Leaders ineffectiveness
in critical skills Executing
organisational
strategy
40% Driving and managing change
43% Identifying &
developing
future talent
43% Fostering creativity
and innovation
50% Coaching &
developing others
43% In Group Out Group
Full transcript