OF LEADING CULTURAL CHANGE AND TRANSFORMATION WITH BARBARA TALLEY FOR LGPA
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OF LEADING CULTURAL CHANGE
AND TRANSFORMATION
WITHBARBARATALLEY
FORLGPA
NEUROSCIENCE OF CHANGE AND TRANSFORMATION
CHANGE WITH THE BRAIN IN MIND
OUR AGENDA TODAY
1. ENGAGEMENT
2. AGES
3. SCARF MODEL
4. APPRECIATIVE INQUIRY
OF LEADING CULTURAL CHANGE AND TRANSFORMATION
32% ENGAGED50.8% DISENGAGED17.2% ACTIVELY DISENGAGED
HOW ENGAGED IS YOUR ORGANIZATION?
WHY ENGAGEMENT MATTERS
HOW ENGAGED ARE YOU?
POSITIVE DEVIANTS
OUR AGENDA FOR CHANGE AND TRANSFORMATION
1. ENGAGEMENT
2. AGES LEARNING MODEL
3. SCARF MODEL
4. APPRECIATIVE INQUIRY
AGES NEUROSCIENCE MODEL OF LEARNING
ATTENTION AFFECTS LEARNING
AWARENESS TEST
GENERATIVENESS AFFECTS LEARNING
EMOTIONS AFFECT LEARNING
SPACING AFFECTS LEARNING
OUR AGENDA FOR CHANGE AND TRANSFORMATION
1. ENGAGEMENT
2. AGES LEARNING MODEL
3. SCARF MODEL
4. APPRECIATIVE INQUIRY
SCARF NEUROSCIENCE MODEL FOR CHANGE
THESE DOMAINS ACTIVATE SAME BRAIN CIRCUITRY AS FOR SURVIVAL NEEDS
THREAT
AVOID
REWARD
APPROACH
THREAT (AVOID) OR REWARD (APPROACH) RESPONSE
BRAIN’S ORGANIZING GOAL-MINIMIZE THREAT AND MAXIMIZE REWARD
DOSE
LEARNING
Less oxygen and glucose to PFC
Harder to find smart answers
Amygdala will generalize more
Miss subtle cues required to solve
problems
Increase accidental connections
Shrink from risk-taking
Tend to react defensively
Experience physical pain
AVOID
IMPACT OF THREATS
THREAT IS SYNONOMOUS WITH DISEENGAGEMENT
Willingness to do difficult things
Willingness to take risks
Think deeper about issues
Develops more solutions
Positive emotionsInterest, joy, desire
Increased dopamine (learning)
Perform better overall
Collaborate better
APPROACH
OUTCOMES OF REWARDS/APPROACH
APPROACH IS SYNONOMOUS WITH ENGAGEMENT
APPROACH RESPONSE ACTIVATES REWARD CENTER
When a person sees another
person smiling, his or her orbitofrontal cortex is activating,
which processes sensory rewards. So when a person catches another
person smiling, he or she feels
rewarded, which is a good feeling.
orbitofrontal cortex
• DECISION-MAKING• PROBLEM SOLVING
• STRESS MANAGEMENT
• COLLABORATION• MOTIVATION
• PFC EXECUTIVE FUNCTIONS
EFFECTS OF REWARD/THREAT STATES ON PERFORMANCE
MINIMIZE THREAT- MAXIMIZE REWARD
SCARF
IMPORTANCE IN RELATION TO OTHERS
STATUS
Scarf when STATUS is threatened
Reduction=Threat / increase=Reward
Reduced cognitive performance
Significant impact on health and longevity
Harder to find smart answers when threatened
Cortisol released
THREAT RESPONSE ACTIVATES AMYGDALA
ABILITY TO PREDICT FUTURE
CERTAINTY
sCarf when CERTAINTY is threatened
Reduction=Threat / increase=Reward
Brain uses more energy
Error response in the OFCOrbital frontal cortex
Takes attention away from goals
Can be highly debilitating
CONTROL
AUTONOMY
scArf when AUTOMONY is threatened
Reduction=Threat / increase=Reward
Micro-management
Causes stress
Limits creativity
Can be highly debilitating
A SENSE OF BELONGING
RELATEDNESS
IN=FRIEND, OUT=FOE
scaRf RELATEDNESS
Reduction=Threat / increase=Reward
People naturally form Tribes
Everyone is tagged as Friend or Foe
We feel rewarded when Friends succeed
We feel threat when Foes succeed
THREAT = PHYSICAL PAIN
CONSISTENCY
FAIRNESS
TRANSPARENCY/TRUST
scarF FAIRNESS IMPLICATIONS
Reduction=Threat / increase=Reward
Fair exchanges are rewarding
Unfairness generates a strong threat response
People don’t feel empathy for those perceived as unfair
May even feel rewarded when unfair “others” are punished
SCARF- DAVID ROCK
OUR AGENDA FOR CHANGE AND TRANSFORMATION
1. ENGAGEMENT
2. AGES LEARNING MODEL
3. SCARF MODEL
4. APPRECIATIVE INQUIRY
WHAT IS APPRECIATIVE INQUIRY?“Appreciative Inquiry is inquiry that
focuses on things we want to increase.
By “inquiry” we mean the process of
seeking to understand through asking
questions.”
Appreciative InquiryChange At The Speed of
ImaginationWatkins, Moore, & Kelly
Appreciate, verb.
1. To value; to recognize the best in people or the world around us; affirm past and present strengths, successes, and potentials; to perceive those things that give life (health, vitality, excellence) to living systems.
2. To increase in value. Synonyms: value, prize, esteem, and honor
Ap
pre
cia
tive
Inq
uiry Inquire, verb.
1. To explore and discover.
2. To ask questions; to be open to seeing new potentials and
possibilities. Synonyms: discover, search, systematically explore,
and study. Appreciative Inquiry HandbookFor Leaders of Change, DavidCooperrider
POSITIVE CORE
Strengths
Peak Experiences
Best Practices
KeyLearning's
Successes
AI: P
RO
CE
SS
#1
: PO
SIT
IVE
CO
RE
Partner Dialogs on Engagement
1. Tell your partner about a project that you were most successful with and in which you felt the most alive and engaged.
2. Share one key idea about what made it work so well.
APPRECIATIVE INQUIRY IS PROACTIVE
PROBLEM SOLVING
• WHAT IS THE PROBLEM?
• WHAT IS WRONG?
• WHAT’S NOT WORKING?
• WHOSE FAULT IS IT?
• WHAT’S BOTHERING YOU?
APPRECIATIVE INQUIRY
WHAT DO YOU ARE ABOUT?
WHAT GIVES YOU ENERGY?
WHAT DO YOU VALUE?
WHAT DO YOU WANT MORE OF?
WHAT’S WORKING WELL?
WHAT HAS WORKED WELL IN THE PAST?
WHAT DOES THE OPTIMAL FUTURE LOOK LIKE?
HO
W A
PP
RE
CIA
TIV
E IN
QU
IRY
DIF
FE
RS
Ap
pre
cia
tive
Inq
uiry
Is B
as
ed
In
Sc
ien
ce
Psychology
P:N
Sociology (Pygmalion)
Medical
(Beliefs)
Neuro-Science
(Visualization)
Our Beliefs
Our Actions
Other’s Beliefs
Other’s Actions
OUR AGENDA FOR CHANGE AND TRANSFORMATION
1. ENGAGEMENT
2. AGES LEARNING MODEL
3. SCARF™
4. APPRECIATIVE INQUIRY
WWW.BARBARATALLEY.COM
WWW.BARBARATALLEY.ME
(240) 813-0522
Questions? Comments?
RESOURCESAGES /SCARF MODEL, David Rock, www.Neuroleadership.com
Engagement Statistics- www.Gallup.com
Appreciative Inquiry- David Cooperrider, Case Western University - https://appreciativeinquiry.case.edu/
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