What does neuroscience tell us about the need to address each of ‘The 5 Forces of Change’ during organisational transformation? Here is an overview of the neuroscience underpinning The 5 Forces of Change.
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CERTAINTY
Research Evidence:
- Uncertainty activates the amygdala, triggering a threat response.
- fMRI studies show increased amygdala activity during unpredictable situations.
- The prefrontal cortex, responsible for planning, struggles to function effectively when faced with uncertainty, leading to cognitive strain.
- Neurotransmitters like cortisol, released during stress, can impair cognitive function and emotional regulation.Neuroscience of the five forces of change v3
LESSON: Minimising uncertainty reduces stress and resistance to change.
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PURPOSE
Research Evidence:
- The brain’s reward system releases dopamine when we perceive meaning and purpose. It also stimulates the prefrontal cortex, promoting planning and goal-setting.
- Providing a big-picture context satisfies the brain’s need to understand cause-and-effect relationships.
- Highlighting the dangers of inaction activates the brain’s threat detection system (amygdala), creating a sense of urgency.
- Highlighting benefits activates the brain’s reward system, while the positive impact on others (customers, community) activates brain regions associated with empathy and social connection.
LESSON: A clear and meaningful Purpose* for change activates different brain regions, stimulating positivity, forward-thinking and a sense of urgency.
*In this context: Purpose = Context + Vision + Benefits. Neuroscience Underpinning The 5 Forces of Change
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CONTROL
Research Evidence:
- The brain’s sense of control is linked to the prefrontal cortex and the ability to predict and influence outcomes.
- Lack of control triggers the amygdala and increases stress hormones.
- Studies show that giving individuals choices and autonomy reduces stress and improves performance.
LESSON: Giving people control over change improves engagement and reduces resistance.
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CONNECTION
Research Evidence:
- Our brains form associations between people, places, and routines and the reward centres of our brain. Breaking them causes the reward centres to become less active. We feel a sense of loss, like the experience of grief.
- Disruptions to established attachments can activate the amygdala, leading to feelings of anxiety, sadness, and fear.
- Habits and routines create strong neural pathways in the brain. Breaking them requires effort and can lead to cognitive dissonance triggering stress.
LESSON: Losses associated with breaking connections must be actively addressed during change and issues mitigated.
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SUCCESS
Research Evidence:
- Neuroplasticity allows the brain to adapt and learn new skills.
- Providing training and support enhances neuroplasticity and facilitates learning.
- Fear of failure can activate the amygdala and impair performance.
- Dopamine is released when success is achieved, and this helps to reinforce new behaviours.
LESSON: Training and support through transition and beyond enhances motivation and prevents regression.
To apply neuroscience to organisational change, see www.5forcesofchange.com also Neuroscience of the five forces of change v3.
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