Neuroscience, can tell us about how people learn and change behaviour. Key elements are:
good mood, good sleep and mild stress, or flow. This should be the principles against which all pogrammes are designed for greater learning and retention.
The science also shows that to change people need to create the insight themselves, no more powerpoints and insturctuiion but powerful questions, reflection and tools that enable people to apply their insight to their job and understand the benifits for them personally.
New behaviour has to be embedded until it is a habit that is carried out even under stress. This calls for shorter chunks of training or development interventions that go on much longer and new behaviours are reinforced through social reward and social pressure.
Measurment of programmes should be whether behaviour changes and business outcomes are met. Not how happy people were the day after the event.
I think we're all about to get a whole lot more excited, insightful and applied in the way we know about our brain and the learning / behavioural processes that are more to do with our wiring and physical transmissions than our heart and soul.
We might need this hack to be fleshed our a little more as some won't know where to start and I wonder if we can do this before the conference in November?
There is such a lot of useful stuff out there on this topic, I hope everyone's noticed the CIPD is partnering with David Rock for the NeuroLeadership summit?
Check it here. http://www.neuroleadership.org/summits/2013-London
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Thansk for your comment. more details can be found in this blog on my web site. http://www.headheartbrain.com/increase-the-roi-on-your-training-investment/
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This is one of the most exiting new areas of leadership development and I love to use these principles in our training design/ workshop sessions and change management plans. The world cafe conversations as a tool to involve employees in conversation about change is very effective. Through hosting cafe conversations (http://www.theworldcafe.com/method.html) we explore "what's in it for me/ WIIFM's" - with specific reference to David Rock's SCARF-model. Although the time spent on this involvement and conversations may seem tedious/ even laborious it is in my opinion the single most important factor impacting on the success of the outcome of our change initiatives. Through these sessions we not only explore personal "reasons" for feeling threatened by the proposed change (and talking about them) but also build on critical principles such as trust and transparency. It is a win-win all around and our manager's are starting to understand one needs to go a little bit slower at the beginning in order to fly high in the end.
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I like the idea of working with the brain. It is a very old knowledge that "we are what we think". But it was somehow forgotten, particularly in western cultures. It is definitely good to refresh this approach in our professional as well as personal lives.
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