Neuroscience for Results in the Workplace

Posted on by Jenny Breakey

The Definition of Neuroscience

noun

  1. any or all of the sciences, such as neurochemistry and experimental psychology, which deal with the structure or function of the nervous system and brain.

Neuroscience is the study of the nervous system, including the brain, spinal cord, and networks of sensory nerve cells called neurons. It is an interdisciplinary field, meaning that it integrates several disciplines, including psychology, biology, chemistry, and physics.

The Definition of a Neuron

noun

plural noun: neurons

  1. a specialized cell transmitting nerve impulses; a nerve cell; working units of the nervous system

Why do we have neurons?

Neurons send messages to the brain so that we can respond to stimuli from environmental or internal changes in the body.

What are the basic parts of a neuron?

  • cell body – contains the cell nucleus
  • dendrites – root-like branches off the cell body
  • axon – a long thin tube that the electrical impulse travels down

The neurons communicate with each other in unique ways. The neuron is the basic working unit of the brain, a specialized cell designed to transmit information to other nerve cells, muscle, or gland cells. Most neurons have a cell body, an axon, and dendrites.

The workings of a neuron

A neuron (also known as nerve cell) is an electrically excitable cell that takes up, processes and transmits information through electrical and chemical signals. It is one of the basic elements of the nervous system.

In order that we can react to our environment, neurons transport stimuli. The stimulation, for example the burning of the finger at a candle flame, is transported by the ascending neurons to the central nervous system and in return, the descending neurons stimulate the arm in order to remove the finger from the candle.

What is the difference between Psychology and Neuroscience?

The main difference between psychology and neuroscience is the object of study:

  • psychologists study behavior
  • neuroscientists study the nervous system

The disciplines overlap in an area usually referred to as the mind, the unseen ‘software’ that controls behavior.

3 Key Principles of Neuroscience

  1. the discovery of mirror neurons
  2. neuron activation
  3. brain development

Mirror Neurons

  • A mirror neuron is a neuron that fires both when there is an action and when there is an observation of the same action performed by another. Thus, the neuron ‘mirrors’ the behavior of the other, as though the observer were itself acting.
  • The brain was once seen as a closed system but this has changed with the discovery of mirror neurons.
  • The discovery of mirror neurons brought forth a new finding that rather than being a closed system, the human brain works as a social network.
  • The human brain is continually reacting to the environment, and is connected, which forms social patterns, and this in turn shapes the way the activation patterns between the neurons change.

Neuron Activation

  • A neuron is activated by other neurons to which it is connected. In turn, its own activation stimulates other connected neurons to activation. If an impulse is started at any one place on the axon, it propagates in both directions.
  • Neurons are pliable and plastic in nature.
  • They change activation patterns within themselves from one neuron to another.

Brain Development

  • The human brain begins forming very early in prenatal life (just three weeks after conception), but in many ways, brain development is a lifelong project. That is because the same events that shape the brain during development are also responsible for storing information (new skills and memories) throughout life.
  • The development of the brain starts from the brain stem areas and then moves to the limbic and cortical regions.
  • This discovery brings forth an interesting insight about the way therapy should be carried out.
  • Research has found that for therapy to be effective, there is first a need for safety and binding before any kind of higher-level cognitive changes can be carried out.

Benefits of Neuroscience for Management

  • learn how the mind works, in line with understandings from modern psychology and psychotherapy
  • develop greater openness, tolerance and respect for others
  • gain insight into challenging relationships, offering opportunities for issues to be resolved 
  • achieve greater skill at establishing relationships with a wide range of different people
  • increase self-awareness of personal drivers of colleagues, team members and subordinates for motivating them
  • improve ability to bond more quickly with other people
  • increase effectiveness in communicating and leading team members and subordinates
  • exercise increased personal impact on influencing team members and subordinates
  • improve ability to influence and lead others
  • improve leadership capabilities by understanding the science of decision-making, including how neural constraints can lead to poor decisions and how to overcome them
  • apply brain training and cognitive enhancement within your organization to improve productivity, cultural fit, and job satisfaction

Two main types of leadership skills that neuroscience helps you develop

PERSONAL SKILLS

1.     developing self-awareness

  •      determining values and priorities
  •      identifying your cognitive style
  •      be aware of one’s strengths and weaknesses
  •      assessing attitude toward change

2.     managing stress

  •      coping with stressors
  •      manage time effectively
  •      delegate to save time
  •      use appropriate stress management strategies

3.     problem solving skills

  •       solving problems creatively
  •       using rational approach in problem solving
  •       using creative approach in problem solving
  •       fostering innovation in others

INTERPERSONAL SKILLS

1.     influential skills

  •         projecting power and influences
  •         exercising influence on others
  •         empowering others
  •         project a self-confident and strong image

2.     effective and efficient communication

  •         provide effective coaching
  •         counsel others
  •         listen actively
  •         understand concerns and problems by proper probing
  •         use questioning and probing for better understanding of others
  •         use effective communication for building rapport with others

3.     inspiring and motivating others

  •          diagnose poor performance
  •          create a motivating environment
  •          reward accomplishment
  •          provide proper feedback
  •          monitor performance

4.     conflict management and resolution skills

  •           manage conflicts through effective resolution skills
  •           identify various causes of conflicts
  •           select and apply appropriate strategies for conflict management
  •           resolve confrontations

Overcoming Barriers to Change

Research has shown that the best way to get the employees at all levels interested in the change initiatives is by engaging them and seeking their buy-in for the change management process.

OVERCOME EMPLOYEE BARRIERS TO CHANGE

Make them the ‘Hero’

  • By making the employees the change drivers and change initiators is a great way of securing their buy-in.
  • By getting the employees to be the ones who are implementing change and by ensuring that they are heard, it is possible to secure their participation.
  • Employees are highly capable, motivated and ambitious.
  • Do not patronize the employee in the change process. They are adults with a capable way of adjusting to change, should communication be concise, honest and transparent.
  • It is better to have a close association with the employees to achieve the desired results.

Show them the Benefits and Potential of Change

  • By selling change and the value of such change to the organizations and themselves the employees can be motivated to accept change. 
  • Employees must be told what their role in the post change scenario would be and by making them see themselves in the future vision, they can be made to play a key part in the change management process. This will also help dispel fear of the unknown in the future change activities.
  • If the benefits of the change are explained and by motivating that the change does not involve downsizing or other reduction in roles and responsibilities, the employees can be expected to be partners rather than resisters in the change management process. But this is only the case if downsizing is not a possibility.

Paint the Alternatives

  • Employees should be told of the urgent need for change and by indicating to them what the consequences for themselves and the organization would be if the change does not succeed.
  • By painting realistic alternative scenarios like declining market share and repercussions of layoffs and downsizing if the change does not succeed would make the employees realize the flip side of resistance.
  • In this way, they can be motivated to accept the business realities behind the change process.

Involve them in the Change

  • By adopting a ‘hands on’ approach that would involve ‘all hands’ and including all the stakeholders, employees can be brought on board.
  • By adopting an inclusive approach and giving a sense of ownership to the employees and taking their inputs and feedback into account would ensure that the key aspect of ‘engagement’ is achieved.
  • The key to employee participation in the change initiatives is through engagement and only by communicating clearly the benefits of change and by positing the alternatives would it be possible to engage with employees.
  • A suitable narrative of the changes and the impact that they have on the employees must be communicated to all levels and there must be a process in place to bring all feedback to the executive team handling the change process.

FACTORS EFFECTING CHANGE

  1. Habits – we are all influenced by our habits in our ways of working and accept or reject a change depending upon the effect which a change may have on our existing habits. 
  2. Lack of acceptability or tolerance for change – some individuals endorse change and welcome a change initiative happily while some individuals fear the impact of change. Over a period of time change fatigue (due to stress) also builds up.
  3. Fear of negative economic impact – during the process of organizational restructuring or introduction of organization-wide change as a strategic move, several inhibitions, and fear rule the thought process of the individuals.
  4. Fear of the unseen or unknown future – individuals develop inertia towards change due to fear of unknown or uncertainties in the future.
  5. Fear of losing something valuable – any form of threat to the current status quo, personal and/or financial security or threat to the health of the individuals may lead to fear of losing something precious as a result of the implementation of change.
  6. Selective processing of information – individuals use a filtering process in which they perceive or make judgments by gathering selective information which is influenced by their personal background, attitude, biases or prejudices, etc.

There is so much more to be said about neuroscience and the results it can bring to your business, and that is why I created an in-depth online course on this. The topics covered in the online course are (and they are all downloadable text for now):

  1. Introduction
    • why neuroscience in business
  2. Your Brain, Heart Brain and Nervous System
    • your brain
    • your heart brain
    • your nervous system
    • your brain and the nervous system
    • brain plasticity
  3. An Introduction to Neuroscience
    • what is neuroscience
    • the history of neuroscience
    • branches of neuroscience
    • psychology of neuroscience
    • what is contemporary psychology
  4. Neuroscience for Leaders in the Workplace
    • recordings – part II
    • the principles of neuroscience
    • neurological levels in neuroscience
    • roles of perception and beliefs in management
    • uses of neuroscience for management and managing conflict
    • benefits of neuroscience for management
    • which leadership skills can neuroscience help you develop
    • leadership characteristics affected by neuroscience
    • impact of using neuroscience on performance
    • areas affected by neuroscience for management
    • psychological challenges to managing people
    • overcoming barriers to change

For a short time only the above online course is FREE and so you can jump in now and get all the downloads and access to the whole online course for FREE. However, this is for a limited time only, as videos will be added to these online courses, with some interactive classes, and you will then be able to purchase this online course once it is upgraded to Version 2.0. So jump in now and download all the documents that you would like in your business.

VIEW ONLINE COURSE HERE