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Organizational Learning:The Right Brain Way

Knowledge Alone is Not Enough

David Kaiser, PhD

Our Struggle

We give employees knowledge & tools to make them more productive and empowered…

but many of them don’t change their behavior…

so we feel frustrated & ineffective (and our jobs are on the line in a recession!)

Our Response

We try new ways of presenting the knowledge:• Different media– Online– Instructor-led– Webinars

• Latest techniques• Make it Engaging• “Razzle Dazzle!”

The Problem:

We try new ways of presenting the knowledge…

But knowledge is NOT enough

Knowledge

If knowledge were sufficient to make change…• No one would smoke• No one would use drugs• Everyone would use “best practices” – Time management– People management– Sexual harassment and diversity policies– Interpersonal skills

Who decides?

The rational “left brain” is the consumer of knowledge…

But the emotional, values-driven “right brain” really makes the decisions, and it is not swayed by knowledge

WHY first, then HOW

• We tend to skip the WHY and go right to HOW without making the case first

So Make the Right Brain Your Friend!

• Make the PAIN and the GAIN, of the “old way” and the “new way” explicit & powerful (WHY)

• Remove / replace limiting beliefs (WHY NOT)

• Insert your content here…(HOW)

• Create support & accountability until the change is a habit (reinforce both HOW and WHY)

PAIN & GAIN

We put off change because the immediate PAIN outweighs the long-term GAIN

Examples?

PAIN & GAIN: Reframe

Think of a change you want to make

• What is the PAIN and GAIN now?

• Reframe it to get a compelling emotional or values-based vision for the change.

Creating PAIN & GAIN

Ask them to describe, in detailed, sensory, emotional language the current PAIN, the future PAIN they want to avoid, and the future GAIN they want

Get them to SEE it, HEAR it, FEEL it strongly

Limiting Beliefs

Learning is EASY…the real work is UNLEARNING

Until we UNLEARN limiting beliefs, the real LEARNING will be slow.

Often, we’re not even aware of our beliefs!

Limiting Beliefs

Examples:• “I’m not organized…I’m creative!”• “All really good sales people are sleazy”• “I can’t say what I think, people won’t like

me (or I’ll get fired)”

What are your limiting beliefs?

Getting at Limiting Beliefs

Ask your participants: • What’s the payoff for not changing? • Let them “gripe” or complain out loud• Complete the sentence – “I’m not organized,

I’m _______”

Replacing Limiting Beliefs

Once their limiting beliefs are on the table, challenge them, then replace them!

“How much more creative could you be if you didn’t waste time looking for stuff you can’t find?”

Insert your content here…(HOW)

Now that they have a compelling desire for change, and they are aware of their limiting beliefs, they are much more receptive to the knowledge, the HOW, that you want to present

Support & Accountability

• It takes time for new feelings, beliefs and actions to become familiar habits

• The “old ways” will keep popping up

• Participants need the to be reminded about the PAIN and GAIN, and their beliefs

Support & Accountability: Making it Stick

• Accountability buddy - check in• Informal reward and / or punishment system• Daily checklist• Write it into the development plan / goals– Reminders:– Pictures– Affirmations / mantras / cheers!– Symbols

Recap

• PAIN & GAIN (WHY)

• Limiting beliefs (WHY NOT)

• Insert your content here…(HOW)

• Support & accountability (reinforce HOW & WHY)

• How We Decide, Jonah Lehrer

• Descartes’ Error, AR Damasio

• “The role of emotion in decision-making: Evidence from neurological patients with orbitofrontal damage,” Antoine Bechara, Brain and Cognition 55 (2004) 30–40

References

• David Kaiser, PhD, Executive Coach and CEO of Dark Matter Consulting (www.DarkMatterConsulting.com), is a learning and development executive with expertise in leadership coaching and corporate training.

• We use coaching, training and program management skills to help our clients finish their critical projects.

• Our clients are high-potential leaders at consulting firms and digital media agencies, who have projects that are bogged down and stuck.

• Dave has 20 years of corporate and academic experience, has lived in Russia and Poland, and holds a top secret clearance from the U.S. Government.

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