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NEW INSIGHTS
OUR HARDWIRED BEHAVIOUR
SCARF MODEL
PARTING THOUGHTS
WHAT we CAN DO ABOUT IT
2
reflection
Wh
at
we
will
co
ve
r
Change is the new normal
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The
ne
w n
orm
al
The intense dynamic of today’s VUCA world means that leaders have a greater responsibility to lead transformation in
conditions where
change is the new normal.
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You can take the person out of the Stone Age...
but can you take the Stone Age out of the person?
So…are we hard wired to resist change?
Sometimes we embrace it, sometimes we don’t!
If we always resisted change, would we have come out of the trees?
4
The
pa
rad
ox
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Four key areas
• Decision making and problem solving
• Emotional regulation
• Collaboration and influence
• Change leadership
5Based on work carried out by David Rock
and the NeuroLeadership Institute
Ne
uro
lea
de
rsh
ip
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90% of what we know about the brain has only been discovered in
the last 7-9 years.
6
Re
ce
nt
insi
gh
ts
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• Can measure our neural activity in real time
• Our Primal response is to be on alert for safety
• We Can see neural activity caused by change and the ‘unexpected’ with FMRI technology
• Change often registers as ‘pain’
7
Ne
ura
l a
ctiv
ity
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So now we have a hard science to evaluate the human response to change.
We can take a closer look at human performance and what we experience when productivity dips.
8
Sc
ien
ce
an
da
rt
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WITH OUR NEW INSIGHTS FROM BRAIN SCIENCE, WE CAN UNPACK WHAT’S GOING ON IN HERE WHEN PEOPLE ARE LESS PRODUCTIVE
9
The
pro
du
ctiv
ity
dip ORGANISATONAL
PERFORMANCE
TIME
WHAT ACTUALLY HAPPENS
WHAT WE AIM FOR
$CURRENT
HIDDEN COST TO THE BUSINESSOFTEN NOT MEASURED
CHANGE INITIATIVE
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• The amygdala hijack
• Emotional centre in brain
• Regulates
• Fight, flight and freeze
• Gateway before new information goes to the rational brain
• We respond to loss/threat/change with primal instincts
The amygdala hijack can reduce our IQ by 10 to 15 points!
Rational people do irrational things
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Hu
ma
np
erf
orm
an
ce
Organisations are made up of peopleThreat comes at a cost to the organisation
Reduce the threat to optimise our people’s performance
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• A change in the environment usually = UNCERTAINTY
• We have a Strong emotion attached to UNCERTAINTY and LOSS
• That emotion = THREAT
12
• Risk were high
• Conditions were perilous
• Survival was paramount
Pri
ma
l in
stin
ctsWe are
for life on the savannah as hunter and gatherer
We have a built in bias for safety
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The physiology of our brain hasn’t changed since our hunting and gathering days!
13
Pri
ma
tes
in s
uits
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We have a
response to
Ha
rdw
ire
d r
esp
on
se
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The
SC
AR
Fm
od
el
David rock’s scarf model provides a valuable framework to understand and label our primal
threat triggers and responses
This framework offers us human-centred insights
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The
SC
AR
Fm
od
el
Loss is the primal defaultThe threat response is more intense, lasts longer
and occurs more frequently than reward
rewardthreat response
winloss
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The
SC
AR
Fm
od
el
About relative importance to others
Being able to predict the future
A sense of control over events
A sense of safety with others, friend or foe?
A perception of fair exchanges between people
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How does each element of the
model apply to you?
When faced with change or new information, How do you rate yourself on each element in terms of
or ?
18
Re
fle
ctio
n
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There are
tw0key benefits
For leaders and team members
to know more
about our
hardwired responses
19
The
be
ne
fits
of
aw
are
ne
ss
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Labelling your own response improves self awareness and is proven to reduce the threat response
20
So
wh
at,
no
w w
ha
t? LABELLING
BENEFIT
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Improved awareness of how colleagues and team members may respond when under threat
So
wh
at,
no
w w
ha
t? empathy
BENEFIT
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So
wh
at,
no
w w
ha
t? Awareness translates to action for Multiple applications
• self awareness
• coaching
• framing communication
• leading teams
• engaging with stakeholders
• curating a library of actions
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Pa
rtin
g t
ho
ug
hts
Change is not a linear process.Everyone responds differently
Response to change has a neurological basis
We now have new insights into how our brain processes change and new information
The increased use of neuroimaging technology means that 90% of what we know about the brain
has been discovered in the last 7-9 years
Whilst we can’t influence what is change, we can label our response
to lower threat levels
Uncovering this type of information about
our hardwired responses encourages us to look at things with a
fresh perspective
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24
ab
ou
t m
e
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Lena Rossspeaker | facilitator | thought catalyst | conversation &
conference host | curious lifelong learner
24
@LenaEmelyRoss
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