change and the brain 2010
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RESULTS: Change and the Brain
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Implementing Change Looks
Rational but . . .► There are some
underlying neuropsychological forces at work in human beings.
► Everybody resists change at some level.
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Why We Resist Change
Change requires us to think rather than do things on “autopilot” – and thinking is hard
Change creates social threat – causing negative emotions to be raised – making thinking even more difficult
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4
In the Human Brain
Social Threat = Physical Threat
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5
Impact on Thinking Negative correlation between threat
activation and resources for clear thinking. Less oxygen and glucose available to the
brain. Diminished cognitive resources make it
harder to find good answers. Automatic defensive thinking and
behaviors surface.
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6
Domains of Social Experience
Status – Importance/Pecking Order
Certainty – Predictability
Autonomy – Control over Environment
Relatedness - In or Out of Social Group
Fairness – All Things Equal
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7
High Performance Brain
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Your Brain on Change
Limbic System HijackLimbic System Hijack
Limits Rational Limits Rational ThinkingThinking
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Neuropsychology - Lesson One
Active Listening:
Disengages and quiets the emotional part of brain
Ensures an accurate understanding
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10
Neuropsychology - Lesson Two
Open Ended Questions:
Activate the problem solving
part of the brain
Help create new solution focused mental maps.
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11
Neuropsychology - Lesson Three
Assertive Direction: Focuses attentional
density and strengthens the newly forming mental map Helps ensure execution occurs
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Three Simple (But Not Easy) Steps:
1.Active Listening - to reduce emotion and get an accurate perception of the others’ concerns
2.Open Ended Questions - to engage the problem solving part of the brain and start to form a new mental map
3.Assertive Direction - to strengthen the new map
ALL WHILE BEING SENSITIVE TO THE OTHERS’ . . .
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13
Domain of Social Experience
Status – Importance/Pecking Order
Certainty – Predictability
Autonomy – Control over Environment
Relatedness - In or Out of Social Group
Fairness – All Things Equal
1.800.395.FARR www.farr.net
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UNDERSTANDING
CONCURRENCE
COMMITMENT
CONSCIOUS ACTION
CONFIRMATION
INTEGRATION
SUCCESS
OLD PATTERNS
Knowing what has to change
Agreeing that the change must happen
Accepting accountability for making change happen
Taking actions needed to effect the change
Buy-in from all involved
Implementing the changes
The Stages of Change
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Things to Remember in Managing Change Manage your own resistance to change
♦ BELIEFS – Reframe into a problem-solving approach♦ BEHAVIORS - Manage feelings, yourself & others, to focus on
problem-solving♦ RESULTS – Getting the job done, vs., complaining about changes
Help people understand that change has become the status quo
Recognize FEAR is at the core of change resistance and that the fear is a social threat, which equals physical threat in the human brain
Know the stages of change model and leverage it to reduce resistance by using:
ACTIVE LISTENING OPEN ENDED QUESTIONS ASSERTIVE DIRECTION
1.800.395.FARR www.farr.net
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