day 2 paul brown brain sciences

Professor P T Brown 2008 Copyright. PTBpsychol@aol.com

Will the brain sciences generate a completely new and integrated way of understanding behaviour

in organisations?

ABP – Annual Conference

Professor P T Brown07 May 2010

The answer is, I think, a resounding ‘yes’. But it’s early

days. Let me try some thoughts on you and see what

your judgement is.

A bit about the neurobiology of the person to start with, by way of reminder – a sort

of 0.001 course in the brain.

The 4 main lobes of the brain + the cerebellum, brainstem & 2 sulci

P T Brown / ptbpsychol@aol.com /www. professorpaulbrown.co.uk / http://stanford.edu/basics/braintut/f_a11

Frontal

Parietal

Occipital

Cerebellum

Temporal

Human brain: 4 main lobes + cerebellum

P T Brown / ptbpsychol@aol.com /www. professorpaulbrown.co.uk / National Geographic

Frontal

Parietal

Occipital

Cerebellum

Temporal

The human brain: main lobes + cerebellumP T Brown / ptbpsychol@aol.com / www.professorpaulbrown.com / National Geographic [adapted]

The human brain- view from the back of the headP T Brown / ptbpsychol@aol.com /www. professorpaulbrown.co.uk / National Geographic

Professor P T Brown 2008 ptbpsychol@aol.com

The Amazing Brain – the Neuro-behavioural Challenge.

4lbs. Several thousand miles of synaptically interconnected nerve cells – about 100 billion of them – operating in a hundred knownchemical regulating agents supported by miles of miniscule blood vessels and untold mysteries of how, almost flawlessly, all thesecomponents work together.

Google / Functional Neuroanaotmy Resources.

12.03.2010 www.positivehealthstrategies.com

neuroplasticity

neurons that fire together wire together

P T Brown / ptbpsychol@aol.com /www. professorpaulbrown.co.uk / National Geographic / Image by 3D4Medical.com/Getty Images

A brain cell with dendrites snaking out to connect its axons to other axons.

The Nerve Cells – NEURONS and SYNAPSES – of the Brain.adapted from: Rita Carter – Mapping the Mind (1998). Weidenfeld & Nicolson, London.

Emotions are embodied

12.03.2010 www.positivehealthstrategies.com

P T Brown / ptbpsychol@aol.com /www. professorpaulbrown.co.uk / Wikipedia

Planes - Description of the body parts in relation to each other

Sagittal plane

Coronal plane

Transverse plane

Also known as

Axial,Transaxial

orHorizontal

P T Brown / ptbpsychol@aol.com /www. professorpaulbrown.co.uk /ry.med.utah.edu/WebPath/.../NEURANCA.html [adapted]

The brain’s main internal structures shown for the right cortical hemisphere on a mid-line sagittal section.

LOBES – frontal parietal occipital temporal

Thalamus

Mid-brain

Pons CerebellumRVLPFC

Corpuscallosum

P T Brown / ptbpsychol@aol.com /www. professorpaulbrown.co.uk /ry.med.utah.edu/WebPath/.../NEURANCA.html [adapted]

The right ventrolateral pre-frontal cortex [RVLPFC] is coming to be seen as the key area for complex decision-

making – the brain’s ‘braking system’. See Matthew Lieberman: The brain’s braking system [ and how to use your words to tap into it ]. NeuroLeadership, 2009,2,9-14.

LOBES – frontal parietal occipital temporal

RVLPFC

P T Brown / ptbpsychol@aol.com /www. professorpaulbrown.co.uk / www.med.harvard.edu/AANLIB/home.html

fMRI data – this is the way cognitive social neuroscientists see the person

And this is the starting point for the limbic leader

This is the way interpersonal neurobiologists see the person [Daniel Siegel] ]

RR E L A T I O N S H I P

The modern understanding

of Mind

R E L A T I O N S H I P

The HUMAN MEMORY SYSTEM. from Carter – Mapping the Mind.

ptbpsychol@aol.com www.

professorpaulbrown.co.uk

The TRIUNE BRAIN – Stem, Limbic system and Cortex. from Carter – Mapping the Mind.

Cortex / neocortex

Limbic system /MammalianBrain.

Brain stem /snake brain

SelfEnergy

Contract [limbic]Organisation

www.professorpaulbrown.co.uk

The essence of the person:

8 Basic Emotions

5 x Escape / avoidance

FearShameSadnessAnger**Disgust

Fear Professor P T Brown 2008 Copyright.

PTBpsychol@aol.com

8 Basic Emotions

Fear Anger

8 Basic Emotions

Fear Anger

Disgust

8 Basic Emotions

Fear Anger

DisgustShame

8 Basic Emotions

Fear Anger

DisgustShame

Sadness

8 Basic Emotions

1 x Potentiator

LoveFear Anger

DisgustShame

Sadness

Surprise / startle

Surprise / startleSurprise / startle

8 Basic Emotions

1 x Potentiator

2 x Attachment

Fear Anger

DisgustShame

Sadness

Surprise / startle

Professor P T Brown 2008 Copyright / PTBpsychol@aol.com / wwwprofessorpaulbrown.co.uk

Surprise / startleSurprise & startle

Excitement / joyLove / trust

A bit about the organisation

Arsenic and antimony.

Modern organisational theory is at about the same point of development

as medicine was at the time of the madness of King George III - 1788.

[A metaphor is upon us].

Control

High LowP re d i c t a b I i t y

Stability /EquilibriumZone. In here is safe -the known and(numerically) visible.

The Transition Zone- systems disintegrate & emerge. This is the critical boundary where change for both individuals and organisations takes place.

Explosive Instability or Chaos. Out here be monsters – the unknown and the barely visible. Distant signal systems needed.

Double Loop Learning: Argyris

Single Loop, Virtuous Cycle

....... Limbic Processing..

........................ Cognitive processing ...............................

Governingmind sets& values

Actionstrategies Outcomes

Mismatch

Or double loop learning

Memory and the Self

My assumed / executive self

....... Implicit Memory .....

........................ Explicit memory ...............................

Governingbasic emotionalsystem

Self Executive self

Me as I am supposed to be

Me as I know I am

Exploration of the integrated me

Professor P T Brown 2008 Copyright. PTBpsychol@aol.comProfessor P T Brown 2010 Copyright / ptbpsychol@aol.com / www.professorpaulbrown.co.uk

The vital organs of the organ-isation -

11 of them, as it hapens.

Leadership

People

Leadership

People

Leadership

Culture

Leadership

Culture

Development

Leadership

Culture

Development

Leadership

Culture

Development

Customers

Leadership

Culture

Development

Customers

Strategy

Internal

Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence InternationalAll rights reserved - US and International patents pending / www.info@asksofi.com

Leadership

Culture

Development

Customers

Strategy

Operations

Leadership

Culture

Development

Customers

Strategy

Operations

Structure +rule base

Leadership

Culture

Development

Customers

Strategy

Operations

Marketing+

communications

External

Leadership

Culture

Development

Customers

Strategy

Operations

Marketing+

communications

Finance+

Resources

Leadership

Culture

Development

Customers

Strategy

Operations

Marketing+

communications

Finance+

Resources

Internal External

People

Leadership

Culture

Development

Customers

Strategy

Operations

Marketing+

communications

Finance+

Resources

Internal External

People

Strategic

Leadership

Culture

Development

Customers

Strategy

Operations

Marketing+

communications

Finance+

Resources

Internal External

People

Strategic

Operational +management

Leadership

Culture

Development

Customers

Strategy

Operations

Marketing+

communications

Finance+

Resources

Internal External

People

Strategic

Tactical

Leadership

Culture

Development

Customers

Strategy

Operations

Marketing+

communications

Finance+

Resources

Internal External

People

Strategic

Tactical

Leadership

Culture

Development

Customers

Strategy

Operations

Marketing+

communications

Finance+

Resources

Internal External

People

Strategic

Tactical

One person’s view of the organisation.

Data Book

Get data about how individuals see things: agree / disagree surveyCopyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International

And how would s/he describe it?

Adapt model to User.

Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International

Map the results

Enterprise:

Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of Influence International

Explore different perceptions

Copyright /<> 1985-2010 / Sofi Executive Systems LLC, Sofi Logic LLC / Spheres of

Influence International

Data Book Grids or Graphs Model

Re-configure data as best meets needs

Generate data by Worlds

–Matrix shows connectivity with regard to imperatives for action – the more red, the

more dysfunctional that part of the organisation is.

Where is Management in relation to All?

Functional withmanagement input

Self-regulating

Stressed

Worlds organised by connectivity

So where does this get us to?

I think for the first time we can see the development of a

unified theory of the individual and the organisation with a

supporting metric.

A neurobiological theory of mind +

a whole systems model+

the capacity to track energy flow +

the development of integrated performance indices ......

.... creates the key building blocks for a unified theory of

the individual and the organisation.

Professor P T Brown 2010 Copyright / ptbpsychol@aol.com / www.professorpaulbrown.co.uk

So I submit that the brain sciences will generate a

completely new and integrated way of understanding behaviour

and organisations.I hope to have opened up that

possibility for you today.

Selected References:

Brown, P.T., Swart, Tara * Meyler, Jane [2009] Emotional intelligence and the amygdala: towards the development of the concept of the limbic leader in executive coaching. NeuroLeadership Journal, 2, 67-77

Gerhardt, Sue [2010] The Selfish Society: how we forgot to love one another and made money instead. Simon & Schuster UK Ltd

Lee, N., Butler, J.R. & Senior, C. [2008] The brain in business. Nature Precedings :doi:10.1038/npre.2008.2159.1 Posted 5 Aug 2008..

Rock, D. & Page, Linda J. [2009] Coaching with the Brain in Mind: foundations for practice. John Wiley & Sons Inc., Hoboken, New Jersey.

Siegel, D. [2010] Mindsight: the new science of personal transformation. Bantam Books, Random House, New York.

ENDNOTE: THE NATURE OF THE SELF.

Certain cognitive faculties – memory, self-recognition, consciousness, sensation, intention and action (all of which are mutually interdependent) – are bundled together within our psychological system to create in each of us a singular and continuous certainty of identity in a single stream of experience. From earliest infancy, as these faculties gradually develop and start operating reliably, they form and underpin the Self. The Self is then the unique individual or person as experienced by that individual who is defined by the Self.

In organisations it is this uniqueness that defines the individual’s effectiveness and establishes their own sense of their worth (personal and economic) as well as their psychological significance to themselves and their peer group. Economic worth and psychological significance are often linked closely together, organisationally, through reward structures being linked to executive image and identity, In military organisations much deeper bonds of attachment are critical to the management of escape/avoidance behaviours than is the case within commercial organisations. The effective functioning of any military unit relies enormously upon the shared sense of Self attached to the unit in question.

Any event which de-stabilises any one of the cognitive functions listed above has the power to cause the experience of dissociation. At its simplest this is expressed in the reaction: “I don’t believe it!” At its more severe, any event which fundamentally causes severe disruption to one of the above faculties throws the whole system into doubt. This is the point at which the Self begins to suffer. One of the most familiar manifestations of the Self being put into doubt is a loss of confidence, which can of course be self-fulfilling. Loss of Self-esteem is a more serious state.

The Self is the central integrator within the neurobiological parallel systems of the brain. It can be damaged to varying degrees of severity by chemical means (alcohol, recreational drugs), deteriorating disorders (Alzheimer’s, for instance), traumatic injury (head injury after an accident), or the sudden re-alignment of assumptions based on deeply-held expectations and beliefs (trust, dependence, attachment and belonging, for instance). Realignment of the central integrator functions of the Self is the main aim of all psychological interventions, whether from the intention of doing good or doing ill. If doing ill, the disruption is like a virus getting into the operating systems of a computer. The computer may switch on but the systems can no longer be relied upon by the main user of the system – the Self that has been damaged. If with the intention of doing good, then a re-alignment is designed to mobilise the Self and shift its axes of operation by establishing different expectations and beliefs.

ENDNOTE : Further reading

Immediately accessible reading:

A General Theory of Love. (2000) Lewis, T., Amini, F. & Lannon, R. Vintage/Random House, NY.,

Why Love Matters: how affection shapes a baby’s brain. (2004) Gerhardt, Sue. Routledge, London.

The Developing Mind: how relationships and the brain interact to shape who we are. (1999) Siegel, D.

The Guilford Press, NY

The Brain Book: an illustrated guide to its structure, function and disorders. (2009). Carter, Rita.

Dorling Kindersley, London.

Brain Revolution. (2009) Gordon, E. Brain Revolution Publications, USA.

The Rough Guide to the Brain. (2007) Gibb, B.J. Rough Guides / Penguin, London.

A Day in the Life of Your Brain. (2009) Horstman, Judith. Jossey-Bass / Scientific American, San Francisco, CA.

Welcome to Your Brain. (2008) Aamodt, Sandra & Wang, S. Bloomsbury Press, NY.

Your Brain at Work. (2009) Rock, D. HarperCollins, NY.

How We Decide. (2009) Lehrer, J. Houghton Mifflin Harcourt, NY.

Endnotes: Further reading

Churchlands, Patricia S: Brain-Wise : studies in neuro-philosophy. MIT Press, London 2002.

Damasio, A: The Feeling of What Happens : body, emotion and the making of consciousness.

Heinemann, London, 1999.

Damasio, A: Looking for Spinoza : joy, sorrow and the feeling brain. Heinemann, London 2003

Goleman, D: Emotional Intelligence. Bloomsbury, London, 19996

Kotter, J.P: What Leaders Really Do. Harvard Business School Press, 1999.

LeDoux, J: The Emotional Brain. Simon & Schuster, New York, 1996.

LeDoux, J: Synaptic Self : how our brains became who we are. Viking Penguin, London, 2002.

Pinker, S: How the Mind Works. Allen Lane The Penguin Press, 1998. W W Norton, USA, 1997.

Rock, D & Schwartz, J: The neuroscience of leadership. Strategy + Business, Summer 2006,

Schein, E.H: Organizational Culture and Leadership, 2nd. edn. Jossey-Bass, San Francisco, 1992.

Harvard Business Review articles:

Special Issue: Inside the Mind of the Leader. January 2004

Special Issue: Top-Line Growth: the Leader. pp. 66-75, July-August 2004

Ludeman, Kate & Erlandson, E: Coaching the Alpha male. pp. 58-69, May 2004

Maccoby, M: Why people follow the leader. pp. 76-87, September 2004

Katzenbach J.R. & Santamaria J.A: Firing Up the Front Line. pp. 107-119 May-June 1999

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