human resources office of models of change that help us understand our reactions rosie barry...
TRANSCRIPT
HumanResourcesOffice of
Models of Change That Help Us Understand Our Reactions
Rosie Barry
Organizational Effectiveness, OHR
[email protected], 612-626-1004
HumanResourcesOffice of
Agenda
• Traditional perspectives of change• New ways to understand and manage
change, using neuroscience• What can we each do?
HumanResourcesOffice of
VISION
HumanResourcesOffice of
Activity
• Discuss with a partner(s) a change that you’ve gone through. Does this model describe what you experienced?
• Can this model apply to positive and negative changes?
HumanResourcesOffice of
What new research is showing us
• The parts of the brain used for survival are the same parts that light up under inter-personal stress
• Our social motivation is ruled by the ideas of– minimizing threat– maximizing reward
HumanResourcesOffice of
Why do we care?
Knowing what drives threat responses and reward responses means we can adjust our behavior
• We can set up our interactions to minimize the sense of threat
• We can think about adjusting our interactions to make them rewarding
HumanResourcesOffice of
We Are All Individuals
• What we think creates our brain pathways.
• The things we think about most have deeper brain pathways.
• We can choose to think positive things as well and build new circuits.
HumanResourcesOffice of
The SCARF Model
A way to understand social brain stimuliand the responses that are triggered
Status
Certainty
Autonomy
Relatedness
Fairness
Rock, David, “Managing with the Brain in Mind” Strategy & Business 56 (2009): 2-10
HumanResourcesOffice of
Status
• Our importance, relative to others
• Pecking order, sense of seniority
HumanResourcesOffice of
Certainty
• The ability to anticipate or predict
HumanResourcesOffice of
Autonomy
• Sense of control and/or the freedom to choose
HumanResourcesOffice of
Relatedness
• Sense of belonging to a social group or work team
HumanResourcesOffice of
Fairness
• Feeling free from bias, dishonesty, and injustice
• An individual’s sense of fairness is linked to personal values
HumanResourcesOffice of
What Can We Do?
• Knowing what drives threat responses and reward responses means we can adjust our own behavior.
HumanResourcesOffice of
Impacting Status
• Reduce the threat by getting information
• Offer to participate in planning
• Help to create a safe environment for learning
• Provide regular positive feedback
• Acknowledge the positives
HumanResourcesOffice of
Impacting Certainty
• Clarify roles and responsibilities
• Create a plan, short-term if needed
• Set small goals that can be achieved and
adjusted over time
• Limit the number of things on which to focus
• Consider, and discuss, multiple realities
HumanResourcesOffice of
Impacting Autonomy
• Identify what I can control
• Ask for clear parameters for decision-making
• Break large challenges into small steps
• Consider possible options• Identify my own and other talents within our
team
HumanResourcesOffice of
Impacting Relatedness
• Find ways to reach out to new people
• Encourage casual discussions
• Create and use “buddy” or mentoring systems
• Demonstrate trustworthiness
HumanResourcesOffice of
Impacting Fairness
• Help to create clear expectations and ground rules
• Look at things from multiple perspectives
• Increase involvement and communication about significant things
HumanResourcesOffice of
Activity
• Discuss with a partner(s) a change that you’ve experienced. How does the SCARF model describe people’s reactions?
• Which of the SCARF characteristics is probably more important to you and is more likely to be triggered during change?
HumanResourcesOffice of
We Can Make Choices
Situation Attention Appraisal Response
HumanResourcesOffice of
We Can Understand Our Habits
• Habits are hard to break
• Thought patterns can be changed
• Paying attention to things can rewire habits
• Focus on what’s right, not what’s wrong
• Work at regulating your thinking
HumanResourcesOffice of
We Can Build Resilience
• Work at building resilience; have it ready when you have challenges
• It’s about energy
• Exercise, yoga or meditation• Stop ruminating – this builds negative wiring.
Schedule a time each day for it and get over it
HumanResourcesOffice of
More Things We Can Do
• Practice giving yourself six seconds
• Focus on the positive; maintain a hopeful outlook
• Consider play; think of problems as challenges
• Study what works for you – modes of learning
• Make connections with positive others
• Celebrate accomplishments• Practice choice -- choose what you pay attention to
and opt for positive reactions; this is regulation
HumanResourcesOffice of
Activity
• With a partner(s) discuss what you might want to start, stop or continue doing as you develop more resilience with change.
HumanResourcesOffice of
Questions?