Insights from neuroscience to motivate business stakeholders
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Organizations are struggling with unparalleled challenges created by the uncertainty and ambiguity of transformational changes. Social neuroscience provides the framework to identify domains that activate reward or threat circuitry in the human brain. So, how can IT professionals leverage established research from Neuroscience to design interactions with stakeholders to promote rapid acceptance and adoption? What are the key behaviors that can improve collaboration and engagement to deliver the greatest business value? This session answers those questions and many more! Key Takeaways • Learn about the anatomy of the brain • Discuss how the brain responds to change • Learn practical ways to utilize this information to engage people
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Insights from neuroscience to motivate business stakeholders
- 1. INSIGHTS FROM NEUROSCIENCE TO MOTIVATE BUSINESS STAKEHOLDERS Building Business Capability Conference, November 10, 2017 Kay Fudala & Cynthia Siewert Change Consultants
- 2. 2 Who we are At Impact Makers, we are redefining business. Our passion is doing the right thing to create meaningful change for our clients and our community. We drive change through our teams of exceptional people, motivated by our mission and guided by our values. Success with us is a different experience, by design. Kay Fudala Lead Consultant Cynthia Siewert Lead Consultant
- 3. Key takeaways for today Learn about the anatomy of the brain Discuss how the brain responds to change Learn practical ways to utilize this information to engage people 3
- 4. Who are Stakeholders? A Stakeholder is any individual with an interest in the outcome of an organizational change. They maybe targets of the change, managers, leaders, project team members or other interested parties. 4
- 5. Stakeholder Engagement Stakeholder engagement is the process by which an organization involves people to move towards a desired future state.This is achieved through the emotional commitment or involvement stakeholders make and their influence in the change. Effective stakeholder engagement lowers resistance to change. • Why is engagement important? • What do you do today to engage people? • What do we know about the brain that informs us about how people can be engaged? 5
- 6. POP QUIZ: Fact or Myth 4. There are 86 billion neurons in the brain. 2. You only use 10% of your brain. 5. Your brain stops growing new cells in adulthood. 6 3. People are not “right brained” or “left brained.” 1. The bigger your brain, the smarter the person. FACT MYTH MYTH FACT MYTH
- 7. TheThree Brains 2: Emotional brain 3: Rational Brain 1: Instinctual brain Source: MacLean, Panksepp 7
- 8. Insights about the brain • No two brains are alike • The brain is a connection machine • It hardwires everything • Hardwiring drives perception and is difficult to override • The Surprise?The brain constantly creates new wiring 8
- 9. Do you see what I see? “It deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoetnt tihng is taht the frist and lsat ltteer be at the rghit pclae. The rset can be a toatl mses and you can sitll raed it wouthit porbelm.” 9
- 10. Destin rides a bike 10
- 11. Neuroplasticity • “Neurons that fire together, wire together.” ~ Hebb’s rule • Neuroplasticity refers to the brain’s ability to restructure itself in response to the environment through persistent training or practice. • “Neurons that fire apart, wire apart.” ~ Corollary to Hebb’s rule 11
- 12. HOW CAN YOU OPERATIONALIZE THESE INSIGHTS? 12
- 13. THREAT RESPONSE Changing the default response 13 Inputs Experiences REWARD RESPONSE Perceptions Rational Brain Emotional Brain Instinctual Brain
- 14. The SCARF Model • Brain-based model for collaboration and influence developed by Dr. David Rock and Dr. Jeffrey Schwartz defines five main domains (S.C.A.R.F.) that drive human behavior. • “…the same neural responses that drive us toward food or away from predators are triggered by our perceptions of the way we are treated by other people” ~David Rock TOWARD Reward Response AWAY Threat Response Status Certainty Autonomy Relatedness Fairness 14
- 15. Activity: AssessYour Stakeholders 15 Identify stakeholders to whom you can apply the SCARF Model. OBJECTIVE GUIDELINES • Start to think about your stakeholder • Explore what’s going on with them • Don’t make assumptions
- 16. Our Stakeholder Personas Status Steve Certainty Seth Autonomy Oscar Relatedness Rene Fairness Freda 16
- 17. Status Steve Threat Response #1 – Status: Relative Importance to Others Desires • Relative importance, Authority Behaviors • Challenging decisions, Correcting others, Name dropping 17 Increase rewards by • Creating new connections • Playing down status • Creating shared goals, “in group” mentality • Promoting learning and improvement • Generating positive reinforcement SCARF
- 18. Certainty Seth Threat Response #2 – The ability to predict future Desires • Predictability, Stability Behaviors • Detail-oriented, Wants to limit scope, Doesn't have time for things like brainstorming 18 Increase rewards by • Providing clear plans and strategies • Establishing clear expectations • Providing structure in chaos • Focusing on short term goals SCARF
- 19. Autonomy Oscar Threat Response #3 – Freedom of having choices Desires • Freedom to make decisions Behaviors • Stays within their silo or frame of reference, Goes with the team’s plan 19 Increase rewards by • Not micromanaging • Giving choices, decision making capabilities • Negotiating norms • Listening, soliciting opinions • Providing ownership SCARF
- 20. Relatedness Rene Threat Response #4 –The need for affiliation Desires • Wants to be well-liked, Wants to agree with others and find common ground Behaviors • Silence, Lack of contribution to conversations 20 Increase rewards by • Sharing personal stories • Creating buddy systems, mentoring or coaching programs • Creating tribes or communities of practice SCARF
- 21. Fairness Freda Threat Response #5 – Perception of equitable treatment Desires • Wants answers she can understand,Wants to understand the “why” Behaviors • May have history with the organization, Lots of “scar tissue” 21 Increase rewards by • Providing greater transparency • Allowing teams to establish rules, initiatives • Fostering self directed teams SCARF
- 22. Activity: AssessYour Stakeholders 22 Identify stakeholders to whom you can apply the SCARF Model. OBJECTIVE DISCUSSION • What did you learn about your stakeholder? • Write down one thing you are going to do tomorrow
- 23. Recap Discussed the anatomy of the brain Discussed how the brain responds to change Discussed practical ways to utilize this information to engage people 23
- 24. “Human beings have an innate inner drive to be autonomous, self-determined, and connected to one another. And when that drive is liberated, people achieve more and live richer lives.” ~ Dan Pink, Drive 24
- 25. Resources Summary • SCARF Model • YouTubeVideo • NeuroLeadership Article • Social Pain, Naomi Eisenberger • The puzzle of motivation,TedTalk by Dan Pink • Quiet Leadership, David Rock • Your Brain atWork, David Rock 25
- 26. Additional Resources • Thinking Fast and Slow, Daniel Kahneman • FOCUS:The Hidden Driver of Excellence, Daniel Goleman • The Mind and the Brain, Jeffrey Schwartz • The BrainThat Changes Itself, Norman Doidge 26
- 27. Change Consultant/Speaker Biographies 27 Cynthia Siewert Lead Consultant Cynthia Siewert is currently an IT Management and Strategy Consultant with Impact Makers. She transitioned into her first BusinessAnalysis role in 2004 and has been connected to the profession ever since. After several years of project-level business analysis work eliciting, documenting and managing requirements, she began leading BusinessAnalysis teams and mentoring other BusinessAnalysts. She has taken the skills she has learned in the field of BusinessAnalysis and utilized them in other positions such as Program and Portfolio Management, Organizational Change Management and now into her current role as a consultant.Cynthia is serving as the President of the CentralVA Chapter of the IIBA. She is passionate about the value BusinessAnalysts can bring to an organization, both at a tactical and a strategic level and loves being part of the BA Community. Kay Fudala Lead Consultant Kay is currently the Organizational Change Management Lead in the Management and IT Consulting Practice at Impact Makers. She gravitated to IT from her roots in the natural sciences.Throughout her career, she has been focused on driving user adoption of technology and process changes within organizations, as a Business SystemsAnalyst, Process Consultant and in her current role as a Change Consultant. Kay combines her scientific background and IT experience with a deep interest in human behavior to create positive and impactful results in organizations. A certified transition coach, Kay is committed to leveraging latest research from social neuroscience and behavioral economics to help change agents at all levels thrive amidst uncertainty.