{"id":122,"date":"2017-11-27T13:34:02","date_gmt":"2017-11-27T02:34:02","guid":{"rendered":"https:\/\/suewebster.consulting\/?p=122"},"modified":"2022-04-28T16:34:55","modified_gmt":"2022-04-28T06:34:55","slug":"5-ways-neuroscience-can-help-make-change-stick","status":"publish","type":"post","link":"https:\/\/suewebster.consulting\/5-ways-neuroscience-can-help-make-change-stick\/","title":{"rendered":"5 ways neuroscience can help make change stick"},"content":{"rendered":"<p>One of my reproduced articles that was published earlier this year on&nbsp;<a href=\"https:\/\/www.cio.com.au\/article\/624112\/5-ways-neuroscience-can-help-make-change-stick\/\" target=\"_blank\" rel=\"noopener\">CIO.com.au<\/a><\/p>\n<p><strong>Five simple tips your change manager should be using to build brain-friendly change in your business<\/strong><\/p>\n<p>Last month Commonwealth Bank\u2019s CIO David Whiteing&nbsp;<a href=\"https:\/\/www.cio.com.au\/article\/620422\/your-transformation-plans-should-scare-cba-it-chief\/\">delivered a warning to his peers<\/a>: \u201cIf your business transformation plans don\u2019t scare you, they\u2019re not bold enough and you\u2019ll be left behind,\u201d he said.<\/p>\n<p>But what he didn\u2019t mention is that bold plans and brain power are intrinsically connected \u2013 or at least they should be. The latest neuroscience can give us insights into emotion, attention, habit, creativity, intuition and resilience.<\/p>\n<p>Here are five simple tips your change manager should be using to build brain-friendly change in your business.<\/p>\n<p><strong>1.&nbsp; Harness the power of rewards<\/strong><\/p>\n<p>Threats and rewards are triggered in the prefrontal cortex. When we experience change, the brain goes into threat mode, so change managers should consider the threats that could be triggered by each project.<\/p>\n<p>Start by getting clear on what people find threatening and override these mental events with something positive. Focus on things that matter to the group, and build rewards (perhaps something like training courses or team lunches) that keep staff feeling connected and satisfied while change is happening around them.<\/p>\n<p>To shape this element of your change strategy, ask these fundamental questions at the outset:<\/p>\n<p>What do people feel that they are losing?<\/p>\n<ul>\n<li>What will they gain?<\/li>\n<li>How clear is to them about what will change and when?<\/li>\n<li>Prepare leaders to be honest, empathetic and transparent. They must acknowledge the change and treat people with respect.<\/li>\n<li>Support frontline managers in communicating to their teams every step of the way. They are the most trusted source of information for teams. That means creating opportunities for team members to ask questions, express concerns and get answers. It\u2019s also critical to outline what needs to be done \u2013 and when.<\/li>\n<li>Appoint one or two trusted team members to be the \u201cgo to\u201d people: they are local change agents who liaise between the team and management, and support and advocate for their teams throughout the change.<\/li>\n<\/ul>\n<p><strong>2.&nbsp; Build a \u2018growth mindset\u2019<\/strong><\/p>\n<p>Change and growth are intrinsically linked. But the problem with change is that people typically resist it: most of us prefer the status quo, however imperfect, over the unknown.<\/p>\n<p>If it\u2019s done well, encouraging a \u2018growth\u2019 mindset to change can be fun and fruitful. Carol Dweck, a Stanford University psychology professor developed the theory, which posits that change is easier when it\u2019s seen as an opportunity.<\/p>\n<p>She said: \u201cMindset is the single attitude that separates those who succeed from those who don\u2019t.\u201d<\/p>\n<p>Still, how do we encourage staff to get to a growth mindset? By helping them to embrace the change, commit to the process and personalise the change: if something feels personal, it\u2019s way more likely to stick.<\/p>\n<p>For his or her part, the change manager needs to be persistent, help the team reflect on strategies that work or don\u2019t and ask \u2013 on everyone\u2019s behalf \u2013 \u201cHow can we learn and grow from this opportunity?\u201d<\/p>\n<p><strong>3.&nbsp; Encourage connections<\/strong><\/p>\n<p>The human impact of change is often underestimated and the emotional journey this involves, is frequently not acknowledged. People have a real need to connect to others throughout any major change. Neuroscience teaches us that relationship building and good communication are part of a powerful change strategy.<\/p>\n<p>Things that can help include:<\/p>\n<ul>\n<li>Prepare leaders to be honest, empathetic and transparent. They must acknowledge the change and treat people with respect.<\/li>\n<li>Support frontline managers in communicating to their teams every step of the way. They are the most trusted source of information for teams. That means creating opportunities for team members to ask questions, express concerns and get answers. It\u2019s also critical to outline what needs to be done \u2013 and when.<\/li>\n<li>Appoint one or two trusted team members to be the \u201cgo to\u201d people: they are local change agents who liaise between the team and management, and support and advocate for their teams throughout the change.<\/li>\n<\/ul>\n<p>Things that can help include:<\/p>\n<ul>\n<li>Prepare leaders to be honest, empathetic and transparent. They must acknowledge the change and treat people with respect.<\/li>\n<li>Support frontline managers in communicating to their teams every step of the way. They are the most trusted source of information for teams. That means creating opportunities for team members to ask questions, express concerns and get answers. It\u2019s also critical to outline what needs to be done \u2013 and when.<\/li>\n<li>Appoint one or two trusted team members to be the \u201cgo to\u201d people: they are local change agents who liaise between the team and management, and support and advocate for their teams throughout the change.<\/li>\n<\/ul>\n<p><strong>4.&nbsp; Set brain-friendly goals<\/strong><\/p>\n<p>The key to successful change is behavioural: our brains like habit and routine and it takes the brain a lot of effort to develop new habits.<\/p>\n<article class=\"art-article full\">\n<div class=\"art-body body\">\n<p>Goal setting can be really helpful in building new habits, but rewiring the brain needs to ensure the goals are \u2018just\u2019 hard enough, are easy to see when achieved and are easy for the business to track and measure. A good change manager should build goals into the change process at every opportunity to make the transition as smooth as possible.<\/p>\n<p><strong>5.&nbsp; Allow new things to be learned in small chunks<\/strong><\/p>\n<p>Any repeated, intense learning experience (and let\u2019s face it, most change brings a need for learning) requires sensory and cognitive skills. We need to understand new concepts, translate them into everyday work, memorise new processes and so on to rewire the brain on many levels.<\/p>\n<p>Start the learning using a technical term called \u2018distributed practice\u2019: breaking learning into short sessions, ideally, spread over a long period of time. If the change involves formal training, remember that learners also benefit from recall and testing instead of passively reading material.<\/p>\n<p>Learning in this way helps the brain to build the new neural networks needed for change to stick. Within a few days of focussed, repeated learning and practice, neural circuits in the brain begin to fire repeatedly. And as many of us know, the more we do this the better. The old adage \u2018neurons that fire together, wire together\u2019 holds true.<\/p>\n<\/div>\n<\/article>\n","protected":false},"excerpt":{"rendered":"<p>One of my reproduced articles that was published earlier this year on&nbsp;CIO.com.au Five simple tips your change manager should be using to build brain-friendly change in your business Last month Commonwealth Bank\u2019s CIO David Whiteing&nbsp;delivered a warning to his peers: \u201cIf your business transformation plans don\u2019t scare you, they\u2019re not bold enough and you\u2019ll be [&hellip;]<\/p>\n","protected":false},"author":3,"featured_media":123,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7],"tags":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v22.2 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>5 ways neuroscience can help make change stick - Sue Webster - Change Manager &amp; Career Coach<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/suewebster.consulting\/5-ways-neuroscience-can-help-make-change-stick\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"5 ways neuroscience can help make change stick - Sue Webster - Change Manager &amp; 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