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)
David
From 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
Threat Fast Acting Stronger Longer Lasting More Likely Adrenaline Up Dopamine Down
Toward
Reward
Slower Acting Milder Shorter Less Common Adrenaline a little up Dopamine Up
The Organizing Principle of the Brain Away
Threat Minimize danger Disengaged Uncertainty Problem focused Avoid Contract Dislike Tunnel Vision
Toward
Reward
Maximize reward Engaged Interest Solution focused Approach Extend Like Global 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
Threat
David Rock, 2008
Toward
Reward
Status Certainty Autonomy Relatedness Fairness
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
How to Reach Me
Jackie Lauer www.heartofculture.com
[email protected] 519-502-7081 @jackielauer
