David Rock… well, he rocks. His neurological research reminds us to ask this important question – in designing organizational transformation initiatives, are we taking into account the way our brains work?
Here are two must-have tips:
1. It’s all about insights
Knowledge is gained through insight, not necessarily transmission and passive knowledge transfer. Our training initiatives need to encourage more time for self-reflection, de-briefing, and the ability to make connections.
We tend to form new connections when we are happier, which can be encouraged by helping people focus on solutions instead of problems.
The more we want people to change, the more we need to recognize, encourage and deepen their insights. These insights should be generated from within.
We are capable of forming more insights if interactions and initiatives at work trigger our reward stimuli as opposed to threat stimuli in the brain.
2. Social Triggers – S.C.A.R.F.
The brain predisposes us to resist some forms of leadership, training, and interactions, and to accept others based upon whether our brain views them as a threat or a reward. In fact, much of the motivation regarding our behavior is driven by this system of rewards and threats.
When we feel threatened we tend to adopt an avoid response. When we notice a reward, we tend to have an approach response.
Threats can reduce cognitive performance and decrease our effectiveness. However, the approach response generated by rewards is synonymous with engagement and positive emotions. A growing body of research shows this state increases dopamine which activates the learning centers in the brain, allowing us to perceive more options when trying to solve problems.
David Rock states, there are FIVE important social triggers at play in our brains during every interaction:
What are some practical and trainable tools companies and managers can use to minimize threat, and maximize reward through these social triggers?
Status – Build self-awareness of status (behavioral shifts towards either dominance or submission). Use specific, genuine praise. Start Positive to minimize threat of status differential.
Certainty – Provide clear expectations, break down training or change initiatives into steps.
Autonomy – Provide clarity of purpose, increased control over events.
Relatedness – Increase trust, connection and empathy at work. After all, relatedness is imperative for collaboration. Create and initiate safe social interactions.
Fairness – increase transparency, honesty, and level of communication and involvement around business issues.
In designing training initiatives, we need to consider more than just the different ways adults learn. How can we adjust the way we approach, market, and deliver training programs with an eye towards increasing insights and rewards, and decreasing threats? It can be done, especially with Applied Improvisation and the self-awareness skill-building we take part in. For me, realizing the neurological implications when our certainty is threatened provides an interesting framework for teaching others how to be comfortable in the unknown.