Models of Change That Help Us Understand Our Reactions
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Transcript of Models of Change That Help Us Understand Our Reactions
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HumanResourcesOffice of
Models of Change That Help Us Understand Our Reactions
Rosie BarryOrganizational Effectiveness, [email protected], 612-626-1004
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HumanResourcesOffice of
Agenda
• Traditional perspectives of change• New ways to understand and manage
change, using neuroscience• What can we each do?
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HumanResourcesOffice of
VISION
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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?
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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
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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
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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.
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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
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HumanResourcesOffice of
Status
• Our importance, relative to others
• Pecking order, sense of seniority
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HumanResourcesOffice of
Certainty• The ability to anticipate or predict
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HumanResourcesOffice of
Autonomy• Sense of control and/or the freedom
to choose
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HumanResourcesOffice of
Relatedness
• Sense of belonging to a social group or work team
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Fairness
• Feeling free from bias, dishonesty, and injustice
• An individual’s sense of fairness is linked to personal values
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HumanResourcesOffice of
What Can We Do?
• Knowing what drives threat responses and reward responses means we can adjust our own behavior.
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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
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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
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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
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Impacting Relatedness
• Find ways to reach out to new people
• Encourage casual discussions
• Create and use “buddy” or mentoring systems
• Demonstrate trustworthiness
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Impacting Fairness
• Help to create clear expectations and ground rules
• Look at things from multiple perspectives
• Increase involvement and communication about significant things
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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?
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HumanResourcesOffice of
We Can Make Choices
Situation Attention Appraisal Response
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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
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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
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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
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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.
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HumanResourcesOffice of
Questions?