Guest Speaker, Allan Adams, “Beyond IQ” Neuroleadership (NYC)
Neuroscience of leadership managing unexpected change.
Bullying, different thoughts and emotions for each person so difficult for a formal definition as it depends on the person receiving the behaviour feeling that they have been bullied. In law that behaviour needs to be repeated in a pattern a system. Interpretation and feeling of the person.
Two pathways in your brain, threat and reward pathways. Threat response associated with stress, keep me safe triggers in our body. Automatic without control over them. Overworked, stressed, protect myself system invoked. Protective behaviours are evoked, a threat perceived by other people to my behaviour. Both are trying to keep safe from each other.
Best defence is offense. A psychological arms race in the workplace because of stress responses. Every reward pathway there are five threat pathways. Running, ducking and hiding behaviours.
How we process the environment, SCARF: Status, Certainty, Autonomy, Relatedness, Fairness, highly linked to reward and threat. Motivated by Status, motivated by doing a good job. Bullied, if ask them why they did it like that. Having to explain and defend what they have done.
Certainty, withhold a piece of information will make them feel bullied.
Key is to become consciously aware of their, motivators for being interactive and relative in their work to see interactions not as threats by seeing the other person’s motivators. Bullying melts aware. Connectedness and team playing scheme.
Withdraw involves suppression of how they are feeling. Emotions build up and eventually come out not in thoughtful expressive way as explosion. Learn vocabulary to express their emotional state they have more control and socially engaged. Otherwise socially unadapted adults who end up in incarceration.
Victim mind-set, blame cycle, the more people involved in it the more entrenched it becomes as culture. People being in opposing camps. Creates hostile environment. Triggers reward pathway of revenge, sweet until we feel guilty, so blame the other as they deserved it. Must unblame people in the team, very hard to achieve, as investment in revenge scheme.
Limits negative feedback, hypersensitive environment. Hardest for manager to give feed back so that it is a reduced threat. Manager unlearn the threat pathway to the reward pathway.
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