Relationships That Work!
description
Transcript of Relationships That Work!
![Page 1: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/1.jpg)
Relationships That Work!
Neuroleadership - The Neuroscience of Collaboration
![Page 2: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/2.jpg)
Why this topic?
![Page 3: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/3.jpg)
What do I do?
•Dopamine •Cortisol
![Page 4: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/4.jpg)
What is NeuroleadershipThe Neuroscience of:• Making decisions and
solving problems• Staying cool under pressure• Collaborating with others• Facilitating change
![Page 5: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/5.jpg)
In a nutshell…..
![Page 6: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/6.jpg)
Bringing hard science to the art of human performance.(leadership development, coaching, change management and learning)
![Page 7: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/7.jpg)
DavidFrom David Rock, Neuroleadership Institute
![Page 8: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/8.jpg)
Understanding the Brain• A hand model of the brain from Dr.
Dan Siegel
• http://www.youtube.com/watch?v=DD-lfP1FBFk
![Page 9: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/9.jpg)
Neuroscience – The Four Key Elements
1. Neuroplasticity – the ability of the brain to change
2. Long-term potentiation – focus and attention to change
3. Minimize danger and maximize reward – the organizing principle of the brain
4. The deeply social brain - SCARF
![Page 10: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/10.jpg)
The organizing principle of the brain
• Neuroscientist Evian Gordon, in one of the latest meta - analyses of brain research in the world, proposes that the organizing principle of the brain is the minimize danger and maximize reward. (Gordon, 2008)
• The basis for this belief is the extensive literature emerging about the reward/threat response (e.g. Elliot , 2008)
• For example, the neural basis of engagement is closely linked to the threat/reward function.
![Page 11: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/11.jpg)
The Organizing Principle of the Brain
Away Toward
Threat Reward
Fast ActingStrongerLonger LastingMore LikelyAdrenaline UpDopamine Down
Slower ActingMilderShorterLess CommonAdrenaline a little upDopamine Up
![Page 12: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/12.jpg)
The Organizing Principle of the Brain
Away Toward
Threat Reward
Minimize dangerDisengagedUncertaintyProblem focusedAvoidContractDislikeTunnel Vision
Maximize rewardEngagedInterestSolution focusedApproachExtendLikeGlobal View
![Page 13: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/13.jpg)
Exercise• Think back over the past week, and
connect with what is a typical day for you
• Find a partner now, and discuss what situations put you in an away or a toward state
![Page 14: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/14.jpg)
The deeply social brain….
![Page 15: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/15.jpg)
Social Pain = Physical Pain
Eisenberger/Lieberman, Social Pain Physical Pain Overlap Theory, SPOT
![Page 16: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/16.jpg)
The SCARF Model
Away Toward
Threat RewardStatusCertaintyAutonomyRelatednessFairness
David Rock, 2008
![Page 17: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/17.jpg)
SCARF domains in more detail…
Status• Your perception of your position, relative to another person
![Page 18: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/18.jpg)
SCARF domains in more detail…
Certainty• The brain is a prediction machine.
• Uncertainty arouses the limbic system
![Page 19: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/19.jpg)
SCARF domains in more detail…
Autonomy• The brain likes to be able to predict and have a say in the future.
• A feeling of having a choice dramatically impacts stress levels.
![Page 20: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/20.jpg)
SCARF domains in more detail…
Relatedness• Friend or Foe• Trust of distrust• Connect or don’t connect
Foe is the default
![Page 21: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/21.jpg)
SCARF domains in more detail…
Fairness• Brain regions associated
with primary rewards - food, pleasant touch or pleasant memories, money, a picture of a loved one – those same regions were active when people received fair offers compared to unfair offers of equal level
![Page 22: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/22.jpg)
SCARF Exercise• Thinking about a current work
situations or change process you’re involved in, how might the SCARF Model affect how you’re managing that process/situation?
• What might you do differently now?
![Page 23: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/23.jpg)
Implications of SCARF• Engagement• Leadership Practices• Organizational Change• Motivations• Incentives• Managing Performance• Teams & Collaboration
![Page 24: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/24.jpg)
The Elephant in the Room
![Page 25: Relationships That Work!](https://reader036.fdocuments.net/reader036/viewer/2022062811/56816187550346895dd1212f/html5/thumbnails/25.jpg)
Benefits of a Neuroleadership
approach• Bringing hard science to the art of human performance–Academic approach–Research based evidence