I attended a seminar yesterday by english Neuroscientist Prof Paul Brown who is a Consultant Neuroscientist and Change Management specialist. Prof Brown has an excellent way of communicating and linking the value of understanding our “control centre” (the brain) to how it plays out in the organisational realm.
He states that for the latter part of the 20th century the hugely varying psychological models have not benefited our understanding of who we are and where the latent potential is for our huge diversity in organisations and teams. Up till now companies have adopted rigid structures and controls to box employees into their set expectations, which considering the ground breaking findings of the last ten to fifteen years is almost alien to the way the brain actually flourishes. As Prof Brown says, we are all made up of energy (electro-chemical) and to gain the best from our systems (collections of people, technology) we should be enabling and allowing the energy to flow.
The business arena traditionally has organisations structured in a mechanical fashion rather than an organic structure, yet our thoughts and actions are dictated by a wholly organic system. Plus this system is not actually controlled by the thoughts we have, it is the 8 emotions behind these thoughts that all humans possess and indeed inform all of our actions. These emotions are either under the category “escape avoidance” or “attachment” and our experiences are then coloured by one of these 8, like painting by numbers and literally choosing how we would like to think about our thoughts based on our “feelings” about each experience.
Where this can add huge value to business, is when Prof Brown rightly questions why large companies hire expensive talented experts and then restrict them to processes that kill their passion; and then all the adaptive capacity they have paid a premium for is gone. For you as a business owner/manager this could be applied to everyone you work with/for and taking the time to understand where their skills lie and where their “profitable energy” can be focused. Other important neuroscientific applications could be focusing team strengths, complimenting diversities, aligning team and individuals values and ensuring the company is aligning with its employees. Also introducing neuroplasticity exercises (using a talented coach) whereby you can look at stuck neuropathways, and reforming new behaviours. And lastly making sure leaders have integrity in what they do and this inspires the people who work with them.
What have you learnt that you could implement today?..