NeuroLeadership-Forum_Radical

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NLI FORUM JULY 2013
RADICAL TRANSPARENCY
Colleen Lightbody and Mary-Joe Emde
1
What is NeuroLeadership
Neuroleadership is the term coined in 2006 by Dr David Rock. It
defines the field of study and exploration that involves looking at
leadership development and human performance improvement
through the lens of understanding how the brain works.
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What is the purpose of this field?
The purpose of the Neuroleadership
movement is to help organizations
of all types fulfill their potential
through
better understanding
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here how
the human brain functions, at an
individual, team and systemic level..
2012 Summit –Leadership and the Collective
Day 1 – Can radical transparency drive business results –
Dan Radecki / Ryan Smith / Mark Effron
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Quick exercise
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Can Radical Transparency Drive Business
Results?
Transparency: No Clear definition/research
Search on
Psych Nethere
and Academy of Management (Big databases)
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Management: 2,598
Leadership: 893
Transparency: 3 (Bridgewater associates and HCL Technologies)
People leaning towards it and we need more examples
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QUALTRICS
• Ryan Smith
• Private research software firm
• FAST GROWING – 20% workforce new in last 90 days
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• “We hire people to think and execute” – we can only control their
environment not them
• Therefore Transparency
• Short term focus
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THREE KEY AREAS
1. FOCUS (where are companies focusing)
2. ENGAGEMENT
3. GROWING TALENT
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ODO (Internal system)
• Each employee has Quarterly objectives and results in detail including
revenue and satisfaction targets;
• Weekly snippets of each individual's goals for the week;
– Shared info
– Silent employees noticed
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• Up to the minute performance reviews, ratings, and bonus structures;
• Noted successes and failures, with notes for everyone to learn from;
• Career history at Qualtrics
• Meeting notes from all meetings
• Office security camera footage
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Sharing and Matching Organisational Objectives with Personal Objectives
- Distractions
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- Conflicting goals
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Reflexive vs. Reflective Systems
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Lieberman (2007) Ann Rev Psych
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Reflexive vs. Reflective Systems
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X-System (automatic)
C-System (controlled)
Ventromedial Prefrontal Cortex (VMPFC)
Lateral Prefrontal Cortex (LPFC)
Basal Ganglia (BG)
Medial Prefrontal Cortex (MPFC)
Amygdala (A)
Dorsomedial Prefrontal Cortex (DMPFC)
Lieberman (2007) Ann Rev Psych
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Anterior Cingulate Cortex (ACC) detects errors
The ACC is important for
detecting discrepancies
between the expected (or
desired) state and the
actual state.
It’s like an alarm system,
monitoring the environment
for “errors” in expectation.
Adaptive in the right
dose, if the error detection
circuitry fires too often it
brings on a state of anxiety.
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WOULD YOU
PASS THE
UNICYCLING
CLOWN TEST
THREE KEY AREAS
1. FOCUS
2. ENGAGEMENT (How do you get engagement quickly into
our objectives)
3. GROWING TALENT
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Certainty
 Without certainty, prediction would be very difficult
 Brain craves certainty in order to minimize energy
constraints on the PFC
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 Certainty is rewarding and linked to dopamine release
 Uncertainty is perceived as a threat and inhibits
dopamine release
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Amygdala & Insula Respond
to Uncertainty
Amygdala
Mid-Insula
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Sarinopoulos et al. (2010) Cerebral Cortex
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Autonomy
Even just the slightest feeling
of autonomy can substantially change
our brain’s perception of an event
Autonomy
and certainty
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here are
closely associated
More autonomy can alleviate
the stress response
Gallup research – autonomy
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Autonomy & Pain Relief
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THREE KEY AREAS
1. FOCUS
2. ENGAGEMENT
3. GROWING TALENT (How to move away from the political
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process) here
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Some key brain regions
Ventrolateral
Prefrontal
Cortex
(VLPFC)
Anterior
Insula
Ventral
Striatum
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Radical Transparency
• What do you think?
• Applications? Eg Sport Teams, Families, Classroom
• Personal Transparency
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NLI FORUM Aug 2013
RADICAL TRANSPARENCY
Colleen Lightbody and Mary-Joe Emde
34
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