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Neuroscience for organisational change: maintaining performance during time...
Tue 8 November 2016, 18:00 – 19:30 GMT
Work has changed hugely, but our brains have not. They are not designed to deal with the 21st century workplace, and there’s the challenge facing every organisation and every one of us.
Neuroscience is providing significant insights into people, teams and organisations. It brings to light what enables us to be focused and to learn and perform at our best, especially during times of change and uncertainty. Part of its appeal is that it resonates with people’s experience: it explains why our brains find constant change difficult and distracting. It underpins the intuitions of good leaders; for example, that having a good relationship with a line manager is not just ‘nice to have’ but enables us to think and work better.
Neuroscience is also relatively easy to apply as it does not require a revolution in how we work; it provides a new lens through which to look at people and understand their behaviour. It shows that small actions can make a significant difference and can be applied at a local level by each leader with his or her team, or at a macro level, right across the business. It enables us to work effectively: by understanding our brains, we can work with the physiology, not fight it.
In a time when we are concerned about productivity, organisations need to understand how to get the best out of employees’ brains each day, every day.
In this practical session, Hilary Scarlett will explore:
What are some of the basics that we all need to understand about our brains?
Why our brains don’t like organisational change
SPACES: a practical, brain-based planning tool to help ourselves and others stay focused and engaged at work
Hilary is an international speaker, author and consultant whose work on the development of people-focused change programmes and employee engagement has spanned Europe, the USA and Asia. Hilary regularly works with leadership teams in the private and public sectors to help them build resilience and introduce change efficiently and effectively and has won various global awards for her work in employee engagement and change management. Hilary designed and now leads the Neuroscience of Leadership masterclass for Senior Civil Servants in the UK—their most highly-rated masterclass.
Hilary holds an MA from Cambridge University and qualified with Distinction at the NeuroLeadership Institute in the application of neuroscience to leadership, change, motivation and performance.
Hilary regularly writes and speaks on neuroscience and employee engagement. Her book Neuroscience for Organizational Change—an evidence-based practical guide to managing change—has been widely praised since its publication in February 2016.