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Brought to you byThe Change Leadership Company             Brought to you bywww.changeleaders.com.au   The Change Leadersh...
About your presenter                          Megan Tough                          Founder, The Change Leadership       ...
What does it mean to change someone’s mind?At the most basic level, a change of mind involves a “change of mental represen...
Types of mind changes  Very diverse &           Homogeneous   Single person     indirect                & direct       & d...
7 Levers that factor into mind changes           The 7 R’s           1.     Reason           2.     Research           3. ...
Reason and Research1. Reason –the rational approach         identifying all relevant factors         weighing each in tu...
Resonance and Redescriptions1. Resonance – when an idea seems to “fit” the current situation         authenticity       ...
Redescription example demonstrating 80-20    principleName            Beers per week1. John G                452. Mary P  ...
Resources/Rewards and Real world events1. Resources/Rewards         Focus and funds can make a difference         Suppor...
Resistances1. Resistances – things that prevent people from changing their mind         A disabler of change         Mus...
From the Neuroscience Field...... Threat                             Reward
Our brains at work.....        Pre-Frontal          Cortex                      Amygdala
Minimising Threat during Change – Neuroscience ViewThere are 4 issues that can influence the brain’s state:  1.     Certai...
CertaintyCertainty - the need for the brain to recognise the situation it is in.Any kind of significant change generates u...
StatusStatus - relative importance, pecking order and seniority.Our perception of an increase or decrease in status genera...
FairnessFairness - the degree to which the brain recognises a “fair exchange”Fair exchanges activate the reward circuitry,...
AutonomyAutonomy – perception of exerting control over one’s environmentAn increase feels rewarding and activates the brai...
Minimising Threat during Change – Neuroscience View Recap of 4 factors that influence the brain’s threat/reward state:    ...
SummaryCognitive Psychology             NeuroscienceUse at least 5 out of 7 levers   Maximise these 41.   Reason          ...
Key Messages To influence minds we need to employ multiple levers. Reason and rationale are not usually sufficient in th...
Questions ?
THANKS!Want to Learn More? Next webinar: Mar 17: Identifying Change Impacts like a Pro!   www.changeleaders.com.au/events...
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Changing minds 2011

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One of the greatest challenges of any change is getting people to come willingly on the journey, rather than kicking and screaming. This webinar will introduce key concepts that underpin how minds get influenced.
Visit www.changeleaders.com.au for more webinars and information

Veröffentlicht in: Business
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Changing minds 2011

  1. 1. Brought to you byThe Change Leadership Company Brought to you bywww.changeleaders.com.au The Change Leadership Company www.changeleaders.com.au
  2. 2. About your presenter  Megan Tough  Founder, The Change Leadership Company  24 years experience working on people and change issues
  3. 3. What does it mean to change someone’s mind?At the most basic level, a change of mind involves a “change of mental representation”
  4. 4. Types of mind changes Very diverse & Homogeneous Single person indirect & direct & direct Uniformity
  5. 5. 7 Levers that factor into mind changes The 7 R’s 1. Reason 2. Research 3. Resonance 4. Redescriptions 5. Resources/Rewards 6. Real World Events 7. ResistancesFrom Changing Minds, Howard Gardner, 2006
  6. 6. Reason and Research1. Reason –the rational approach  identifying all relevant factors  weighing each in turn  making an overall assessment2. Research – collection of relevant data  Formal or informal  Which perspective is supported
  7. 7. Resonance and Redescriptions1. Resonance – when an idea seems to “fit” the current situation  authenticity  Conscious or unconscious2. Redescription – present ideas in different formats  Lists  Graphs  Words  Concepts  Stories
  8. 8. Redescription example demonstrating 80-20 principleName Beers per week1. John G 452. Mary P 433. Sarah J 424. John F 425. Daniel E 416. Wendy P 407. Megan T 398. Maria B 379. Audrey J 3610. Jenny N 3611. Sheila L 3612. Phil Oq 33 % of drinkers % of beer drunk13. James Z14. Andy W 32 31 Glasses per week15. Angie L 30 5016. Peter A 30 4517. Kathy K 3018. Lisa C 30 4019. Charlie D 26 3520. David H 21 80% 3021. Fiona w 19 2522. Jeff D 19 Glasses per week 2023. . 16 1524. . 15........ 10 20%100.Kelly P 1 5 0 1 4 7 10 13 16 19 22 25 28 31 34 37 40 43 46 49 52
  9. 9. Resources/Rewards and Real world events1. Resources/Rewards  Focus and funds can make a difference  Support behaviour change with incentives2. Real World Events – events in society that change the way people think  legislation  wars  Global Financial crisis
  10. 10. Resistances1. Resistances – things that prevent people from changing their mind  A disabler of change  Must be considered with equal importance to the first 6  Extremely powerful
  11. 11. From the Neuroscience Field...... Threat Reward
  12. 12. Our brains at work..... Pre-Frontal Cortex Amygdala
  13. 13. Minimising Threat during Change – Neuroscience ViewThere are 4 issues that can influence the brain’s state: 1. Certainty 2. Status 3. Fairness 4. Autonomy
  14. 14. CertaintyCertainty - the need for the brain to recognise the situation it is in.Any kind of significant change generates uncertainty, activating the threat response.Minimise uncertainty by:  Involvement in planning and strategising  breaking complex tasks down  establish clear expectations of what might happen  Provide information – all of it
  15. 15. StatusStatus - relative importance, pecking order and seniority.Our perception of an increase or decrease in status generates very strongresponsesFeelings of status increase when we are:  Learning and developing  When people notice our work or achievements  Receiving praise  Promise of a future increase in status
  16. 16. FairnessFairness - the degree to which the brain recognises a “fair exchange”Fair exchanges activate the reward circuitry, and unfair exchangesgenerate a strong threat responseDecrease the threat from uncertainty by:  Increase transparency and involvement in business issues  Make sure the change is “fair”  Establish clear expectations can help ensure fair exchanges  Allow teams to identify their own rules and decide on things like rosters and working hours
  17. 17. AutonomyAutonomy – perception of exerting control over one’s environmentAn increase feels rewarding and activates the brain’s reward centres. Aperception of reduction generates a strong threat response.Maximise autonomy by:  Giving people as much control over their environment as possible  Provide choices  Allow people to be involved in decision making
  18. 18. Minimising Threat during Change – Neuroscience View Recap of 4 factors that influence the brain’s threat/reward state: 1. Certainty 2. Status 3. Fairness 4. Autonomy
  19. 19. SummaryCognitive Psychology NeuroscienceUse at least 5 out of 7 levers Maximise these 41. Reason 1. Certainty2. Research 2. Status3. Resonance4. Redescriptions 3. Fairness5. Resources/Rewards 4. Autonomy6. Real World Events7. Resistances
  20. 20. Key Messages To influence minds we need to employ multiple levers. Reason and rationale are not usually sufficient in themselves The resonance of the story and the person telling it are important Presenting the same concept in multiple ways is powerful in changing minds Understanding resistance and addressing the source is more important than anything else We are naturally wired to see things as threatening. To change minds we need to steer people away from threat responses There are many ways to decrease the perception of threat – especially in terms of status and certainty
  21. 21. Questions ?
  22. 22. THANKS!Want to Learn More? Next webinar: Mar 17: Identifying Change Impacts like a Pro! www.changeleaders.com.au/events/webinars Enrol in Change Methods Mastery – On-line learning program. 12 modules with 23 templates and tools covering all aspects of change. www.changeleaders.com.au/events/online-program Email me: megan@changeleaders.com.au Visit the website: www.changeleaders.com.au

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