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These slides compliment the brilliant webinar by Jan Hills on how neuroscience can help us facilitate change within our businesses. In the webinar Jan discusses: • Relevant findings from research. • The science of how the brain works to help HR understand how they can help leaders. • Introduce a model to help you achieve change, greater engagement and less resistant. If you would like to view the full webinar, please email [email protected] and we will happily email the recording immediately, or why not join our LinkedIn Webinar Network to access all our archives http://linkd.in/1acZPdh
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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 [email protected]
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: [email protected]
LinkedIn: http://linkd.in/1acZPdh
Twitter: https://twitter.com/ShorebirdRPO
Slideshare: http://slidesha.re/1h0ikOW
Thank you
