This document discusses how neuroscience can help guide change leaders. It explains that the brain is wired to avoid threats and seek rewards, so change creates uncertainty that triggers threat responses. This can reduce rational thinking and motivate behaviors to address the perceived threat. The document recommends that change leaders build certainty, address employees' emotional responses to change, and implement strategies grounded in neuroscience like ensuring consistency and inclusion to help facilitate change.

1. Giving change
leaders the edge
with
neuroscience
A presentation from Anne Riches for SmartNet Education Leaders Forum 2015
© The Riches Group Pty. Ltd. All rights reserved.

2. 11
49
23
4
19
50
76
14
12
31
46
84
99
62
34
2
23
Does change go
according
to plan?
60
5580
70
© The Riches Group Pty. Ltd

3. Change
is the norm
CEDA
Future of Work
2015
Disruptive
platforms
Pressure
(eg Coursera and edX)
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4. Plenty
of models
and
advice
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5. Fears Fear of unknown
Fear of change
(SQ/CZ)
Fear of failure
Fear of future
Fear for
personal
security
Fear based
on past
experiences
© The Riches Group Pty. Ltd

6. Beliefs
Values
Social setting
Personal situation
Habits of thinking
Past experiences
Personality
Education
Competencies
Economic cycle
Media
Implementation
Organisational setting
Leadership
Narrative Resistance
© The Riches Group Pty. Ltd

7. Clearly we don’t resist all
change
Every brain is
a change
soup
Every soup
has different
ingredients
Yet change
initiatives
assume the
same tastes
© The Riches Group Pty. Ltd

8. So why aren’t we more
successful?
People do not talk openly about their fears
Under-estimate the need for change leadership
Failure to focus on the human side of transition
Do not utilise neuroscience (ie improve outcomes by
focusing on the brain’s interpretation of change)
1
2
3
4
© The Riches Group Pty. Ltd

9. Neuroscience and change
Humans wired to avoid threats and seek rewards
Change creates ambiguity/uncertainty and triggers threat response
Unresolved threat reactions reduce prefrontal cortex/executive thinking
Brain networks involved in change same as primary survival skills
Psychological and physical threats not initially differentiated
Feelings of threat are contagious
Motivation to change influenced by minimizing threats and maximizing rewards
Intrinsic motivation may work better than extrinsic/instrumental motivators
© The Riches Group Pty. Ltd

10. Brain uses
short
cuts
2%
20%
25%
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11. Patterns/
habits ANTs
© The Riches Group Pty. Ltd

12. Brain always
Acts to
conserve
energy
Wants
certainty &
predictability
Continuously
looks for
patterns
Recognised
‘safe’ patterns
save energy
Can focus
on maximize
reward
© The Riches Group Pty. Ltd

13. However
Brain geared
to notice
change
Instantly
responds if
pattern is
disrupted or
unsafe
(ANTs)
Can’t look to
future until
disruption or
threat is dealt
with (The
Almond
Effect®)
Brain triggers
actions/
behaviours to
address
threat (4 F’s)
© The Riches Group Pty. Ltd

14. Mental fatigue and stress
Impact of ANTs and The Almond
Effect® (4Fs) in change?
Poor morale
Confused priorities
Presenteeism
Withdraw, don’t speak up or
participate
Assumptions not hard
questions
Overt and covert hostility –
silent saboteurs
Work-arounds
Overthinking, over-
analyzing minutiae
Can't think straight or
navigate complexity
Toxic team members
infecting the rest
Defensiveness, whingeing,
blaming, excuses
Revert back to old ways
© The Riches Group Pty. Ltd

15. Change
fatigue Simultaneous
change
initiatives
Curriculum
Pedagogy
Testing
Pay for performance
New corporate governance
requirements
Digital transformation
Local schools, local initiatives
Workplace bargaining
© The Riches Group Pty. Ltd

16. STAR approach
S
T
A
R
Stop
Think
Act
Rewire
©
The
Riches
Group
Pty.
Ltd

17. Change initiatives underestimate
Complexity
of dealing with
the human
element
Time it will
take
Strength
of current
patterns
(comfort
zone)
Work needed to
change patterns
Emotional
responses
Fear and
ANTs
Impact of
stress
© The Riches Group Pty. Ltd

18. Common ineffective methods for
dealing with resistance
Global research: ProSci 2014 http://www.change-management.com
Not listening
to and
understanding
concerns
2.
Ignoring it
and expecting
it to go away
on its own
1.
Attempting to
force a
solution
3.
Under-
estimating the
resistance
4.
Communicating
ineffectively
5.

19. Change through the
lens of neuroscience
Understand the
emotional
component of
workplace
change
Involve
stakeholders at
macro level
Equip change
leaders at
micro level
Build certainty:
eg clear
narrative,
vision, tactics,
roles,
milestones
Address
employees’
‘survival’
buttons
Communicate
tirelessly with a
focus on the
emotions in
change
Review history
and culture for
negatively
reinforcing
patterns and
plan to
minimise their
impact
Scan for
systems,
processes,
procedures etc
that reinforce
perceived fears
and address
them
Integrate
neuroscientific
based change
strategies with
the project
management
plan
© The Riches Group Pty. Ltd

20. How neuroscience can guide
change leaders
Builds self-awareness
Offers evidence based
neuroscience change
strategies
Underscores power of
patterns, fears, threats
Shows how change occurs
in brain − neuroplasticity
1 2
3 4
Coherence –
narrative, i.e. why,
bigger picture,
benefits, risks
Congruency – across
all policies, systems,
processes
Consistency –
behaviours,
communications,
repetition
© The Riches Group Pty. Ltd

21. At its simplest – neuroscience tells us
people will change if ...
... they know
where they’re
going and why
... they feel
included
... their
emotions are
acknowledged
and addressed
1 2 3
© The Riches Group Pty. Ltd

22. More resources
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Connect with me
@anneriches
www.linkedin.com/in/anneriches
www.anneriches.com
anne@anneriches.com
White paper on The
Almond Effect®
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