neuroscience for change management

Neuroscience & Change Management

By: Jan Hills

On: 24th September 2014 @ 13:00

FREE

WEBINAR

Starting

Soon

Head Heart + Brain

Our name is pretty quirky; but it says what we do. We work with the head – the cognitive, rational content; the heart – the

emotional content and lastly the brain – taking the latest findings from neuroscience to package what we deliver in a way that

works for our brain. We believe through taking this approach that participants and clients will achieve lasting behavioural change.

What can science tell you about achieving

change?

HOW CHANGE WORKS FROM THE BRAIN

PERSPECTIVE

We are social not economic beings

• Humans can’t survive without others • We thrive in social groups • We developed a large brain to understand

others and create social bonds • Social recognition creates a reward

response in the brain • Positive social experiences improve health,

wellbeing and performance

Threat and Reward

• Brain scans for threat 5 times more than reward.

• Reactions happen pre-consciously.

• Threat reduces cognitive functions like problem solving, moving towards goals, creativity. • Leaders need to manage their style,

tone and demeanour. Asking for feedback about when employees feel good and when they don’t is a start.

The CORE Model

Social

Threat Reward

Certainty Options Reputation Equity

The core elements operate at an unconscious level. Once triggered

by a perceived threat or reward take the following steps:

1 2 3

Sense what

has happened

Explorewhich element

has been triggered

Take action by mitigating, compensating

or removing (threat) or maximisingor magnifying (reward)

Co

nscio

us

Unco

nscio

us

What does this mean you should strive to do?

Change tolerance

• Stress is not all bad

• Optimal performance = good mood, sleep and mild stress

• Level of arousal/ stress impacts

change tolerance

Ensure people understand what the change

means for them personally

• The need to understand why the change is good for them personally.

• Ask about them not just the task

• Easier if employees are engaged, personally motivated and have a purpose, clear goals they believe in and are rewarded for new behaviour

Develop shared beliefs

Who believes in the change? Do you have 10% of true believers? Who are they? Are others open to listen?

Leaders’ Change Charter

• Involve people in designing the change

• Help people understand what it means to them personally

• Together set organisational and personal goals

• Reinforce new behaviour until it becomes a habit

• Reward progress towards success

Thank you & Questions

If you would like to understand more our web site and our book have more information and resources.

www.headheartbrain.com

Please contact Jan Hills at janhills@hhab.co.uk

Screening CV’s – The Time Thief

By: Gerry Robinson

On: 30th September 2014 @ 13:00

FREE

WEBINAR

Book Now

Telephone: 0113 322 7240

Website: www.shorebird-rpo.com

Email: marketing@shorebird-rpo.com

LinkedIn: http://linkd.in/1acZPdh

Twitter: https://twitter.com/ShorebirdRPO

Slideshare: http://slidesha.re/1h0ikOW

Thank you