dr carlos a raimundo rosemary ruthven t: 0243411832 e: [email protected] anz fcm team...

Dr Carlos A Raimundo

Rosemary Ruthven

www.neuro-learning.com

T: 0243411832 E: [email protected]

ANZ FCM TEAM LEADERS WORKSHOPDECEMBER 15, 2010

http://www.neuro-learning.com/

Copyright 2010 All rights reserved Carlos A. Raimundo & Rosemary Ruthven

What’s Tango got to do with it?


I would like to remember this day as …


Rules of Play


Suspend Judgement

We all come in with our own beliefs and philosophies about life. For this short time together, we ask that you just go with the flow.

These people are nuts!


Be Selfish

Prepare to take home something for yourself today. The greater your personal investment, the bigger the return.


This is for you The Insights gained:May validate what you already know to be true. Applaud and celebrate this.

May be new and may help you to make more informed decisions about what actions to take.

May be unsettling. Welcome that discovery.


Respect Others’ Learning Styles

PhonesSide talk PunctualityLeaving the room


Share the oxygen

Be conscious of the time you’re taking to make your point.

And the other

thing is…


Diversity

Respect other’s opinions and beliefs. This is not the time for philosophical conversations or “preaching”.


Don’t try to fix or rescue

Avoid trying to fix someone with well meant advice.


Confidentiality

Be authentic and truthful but also be mindful of what you disclose about yourself and others


Our Goals for Today• Articulate, Align and Apply FCM’s vision.• Affirm and Enhance existing engagement and leadership

strengths.• Understand how Engagement functions in the brain and

why high levels of engagement correlate to better:Performance outcomesTeam unity and synchronicityLeadership Life satisfaction

• Identify current issues affecting engagement and transformation

• Understand how to lift levels of ethical & intellectual thought in order to find creative ways to solve problems.

• Identify and simulate practical leadership strategies for becoming even more effective agents of change.


“We will not enjoy long-term professional success simply by

demonstrating expert technical knowledge; we need

engagement-the human factor… And this can be learnt.”

Carlos A Raimundo

(C) C Raimundo - R Ruthven. No part of this presentation may be copied or reproduced without permission

ENGAGEMENT- HOW IT WORKS IN THE BRAIN


Why is Engagement so Important to the Human

Brain?


16


The Triune BrainMacLean divides the brain into three areas:

The Neo-Cortex:

The Limbic System:

The Brain Stem:

Brain Stem (reptilian brain)automatic, non-conscious response to external stimulation, sensing threat or reward. Sends information to limbic system and neo-cortex.

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The Brain Stem immediately automatically and non-consciously assesses whether someone or something is AuthenticSafeFamiliar


The Reptilian, Brain-Stem Response


The Reptilian, Brain-Stem Response

Think of a time you responded with a knee-jerk type reaction causing you to withdraw or attack.

Limbic System

Responsible (largely) for affection, empathy, emotions and memory. Creates dopamine. Perceives connection (engagement) between people.

Needs to feel “contained” content, supported, accepted, valued, empathised with.

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The Uncontained Limbic Response


3D SimulationDepict a time when you felt “Contained” by someone so that the best of you was able to be nurtured and developed– a time when you felt valued for who you are.

Containment facilitates:Engagement and EmpathyEffective CommunicationEmotional Intelligence and Social Intelligence Creativity and Innovation Better Problem SolvingFlexibility and AdaptabilityBreakthrough

Neo-CortexResponsible for thinking, planning and strategy.It’s the centre for decoding information coming in from the senses. Language, ideology and culture resides in the Neo-Cortex.

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3 2 = ?

Cognitive bias

The Neo-Cortex tries to “control” the situation by creating “constructs” (conceptual biases or defence mechanisms) to attempt to ease and “resolve’ the mis-match.

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New Information

InternalStimuli

When life is not in tune with internal desires…

The limbic system sends an “I’m not OK” message to the Brain Stem and the body aches (psycho-somatic symptoms)


Examples of Constructs (Defence Mechanisms/ Rationalisations, Disempowering Beliefs)

1.“I’m short-tempered at work because I’m underpaid.”

2.“I couldn’t meet that deadline. I had no help whatsoever.”

3.“I stole the hotel towel because the tariff was ridiculously high.”

4.“What else would you expect from a ___________ (You fill in the blank)!”

5.“If I don’t keep my distance with my staff, they won’t respect me.”

6.“I’ll quit smoking/start dieting after I get through this rough patch.”

7.“I can’t help it, that’s just the way I am- It’s in the genes.”

8.“I shouldn’t have to hold their hands- Nobody was there for me! Let them just get on with it.”

9.I tried before and failed. It’s just not worth the heartache.


Cognitive Biases – We all have them!

Listen, the reason I do this is

because………..

It’s only logical!

What are some of your Cognitive Biases (rationalisations/ justifications)? What are some that you hear from your team?


Constructs not only protect feelings that are too difficult to handle, they also block our ability to succeed…to enjoy life fully.


Implications for FCM

Cognitive Bias Impact/Bottom Line Effect on FCM

ANZ Leadership

FCM

Clients


MY PRACTICAL ACTION COMMITMENT

When I reflect on…

This makes me feel…

and I’m going to….

LEVELS OF INTELLECTUAL AND ETHICAL THOUGHT


Levels of Intellectual and Ethical Thought

Adapted from Perry, Harvard University & Kegan, Harvard University

SOCIALISED60%

INTEGRAL+ 1%


Egocentric Thinking (15%) SELF

CENTRED

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Its all about Me. I’ll do whatever it takes to make sure my needs and goals are met.

“Magic Thinking”Everything is fixable. People just have to think the way I think and do what I want them to do.


Socialised Thinking (60%) ACCEPTANCE

CENTRED

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There are established powers and authorities who don’t all think like I do.In order to get along in this world, I need to do whatever it takes to be socially accepted- to fit in.


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Socialised Thinking (60%) ACCEPTANCE

CENTRED

Potential Problem: Established Ideal Benchmarks and norms can become ceilings.

Anyone venturing outside the “norm” becomes potentially ostracised.

Talent is suppressed.


Independent Thinking (25%) “BIG PICTURE”

CENTRED

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I’m aware of who I am and what I have to offer this world. I accept and appreciate the diversity of others. I seek relationships wherein we both can grow.

I am prepared to step up to the plate and offer creative solutions to problems even if this means going outside of accepted social norms. I am motivated to pursue a course of action even if it means I may not be popular and I will do it in an ethical and constructive way.

I am open to being part of transformation no matter whether it is me or someone else running the show.


Integral Thinking (+1%) TRANSFORMATION

CENTRED

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I’m called to accomplish something greater for others that is not currently an accepted norm.

My life and immediate happiness is less important than pursuing a better life for the people in my world.

http://upload.wikimedia.org/wikipedia/commons/8/84/Martin_Luther_King_Jr_NYWTS.jpg

Levels of Intellectual and Ethical Thought

Integral(1% of adults to this stage)

Independent(25% of adults to this stage)

Socialised(60% of adults to this stage)

Egocentric(15% of adults do not make it past this stage)

Self-interest

At which level of Intellectual and Ethical thought do you believe you are operating?


In reality, we don’t stay at the same level all the time!

SOCIALISED60%ACCEPTANCE CENTRED

INTEGRALTRANSFORMATION CENTRED

Adapted from Perry, Harvard University & Kegan, Harvard University


What in fellow colleagues or the “System” might provoke you or people in your profession to default into Egocentric or socialised thinking?

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Having an idea into which level a stakeholder is operating helps us to know how to relate to that person in order to create the best possible relational outcome. What strategies might you use to get the best result from a stakeholder working at an Egocentric or Socialised Level?

42

CAN PEOPLE REALLY CHANGE?


Can people sustain behavioural change?

Yes they can!

The brain is capable of creating new neural-pathways.

This is called Neuro-plasticity.


Changing is not easy !

When we decide we want to do things differently; to transform our

behaviours,

we need to feel:

Safe

Accepted

Supported

Contained.

Conditions for Change

Three conditions

must be present

for new

behaviours to be

imprinted

Repetition

ConsistencyFor a period

of time


As a Leader you are an agent of transformation

VISION ALIGNMENT ANZ FCM


Vision Alignment- Team Leader Group Discussion and Open Forum


Team Leader Self Reflection-What are my goals for my team?

TEAM MANAGEMENT PROFILE


FCM Direct Reports


We also have related roles which we can play but…


Under pressure we default to our primary role because it comes automatically.


This is not looking very good!

Gustav Bally’s Experiment

http://images.google.com/imgres?imgurl=http://www.firesideinnbangor.com/images/dogbone.jpg&imgrefurl=http://www.firesideinnbangor.com/petfriendly.html&usg=__nXG7N1ZR1vBP-6KLKf1Mb9lyzrQ=&h=378&w=336&sz=12&hl=EN&start=4&tbnid=D0UX8u-ygUB3RM:&tbnh=122&tbnw=108&prev=/images?q=dog+bone&gbv=2&hl=EN


We can’t see a solution from the paradigm we’re in. A new paradigm is needed!

http://images.google.com/imgres?imgurl=http://www.firesideinnbangor.com/images/dogbone.jpg&imgrefurl=http://www.firesideinnbangor.com/petfriendly.html&usg=__nXG7N1ZR1vBP-6KLKf1Mb9lyzrQ=&h=378&w=336&sz=12&hl=EN&start=4&tbnid=D0UX8u-ygUB3RM:&tbnh=122&tbnw=108&prev=/images?q=dog+bone&gbv=2&hl=EN

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When we are in a relaxed field our other “related” roles emerge spontaneously and flow


Tense field


Relaxed field


Breakthrough


Stakeholder Mapping

- ALLIGNED +

-

R

ELE

VA

NC

E &

IN

FLU

EN

CE

+


Get ready to play!


Why do we use 3D simulation?

Current neuroscience indicates that for transformation to occur and be sustained, there needs to be:1. Insight2. Visualisation 3. Simulation

Play of Life® 3d simulation techniques, created by Dr. Carlos A. Raimundo more than 25 years ago, fast-track personal insight and translate head knowledge into practical action. The method is used in both the counselling and corporate worlds.


What’s happening here?These figures have been carefully positioned to represent a personal situation. What would you say is happening in real life?


You’re all wrong!


Don’t psychoanalyse

In other words, don’t bother psychoanalysing other people’s 3d simulations! And don’t worry, no one can interpret yours either!


Learn how to live life better

The Towards and Away From Technique


© ACTIVE LEARNING Play of Life® “Towards and Away From” Template 2010 SHORT VERSION

TOW

ARD

S

TITLE ______________________________________

ROLE

Feeling Action

ROLE

Feeling Action

ROLE

Feeling Action

Valu

es: _

____

____

____

____

___

__

____

____

____

____

__

AWAY

FRO

M

Box B

Box A - MY IDEAL

Box C


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1. Looking at the figure…How are you feeling? E.g. HappyCalmLovingPatientEnergisedWrite your feeling in the space provided. In BOX A

2. Looking at the figure…what are you doing? What action are you playing? Are you…ExplainingBoundary SettingAdvisingListeningVision Imparting

3. Putting the feeling and the action together identifies the role you are playing . E.g.

Happy ExplainerCalm Boundary SetterLoving Adviser

Patient Listener

Energised Vision ImparterWrite the role you are playing in BOX A.


Common Denominators


Discussion Guidelines

1. VALUES

Take turns sharing what kind of culture exists in these ideal work environments. Record the values.

2. GROUP TITLE: Share the titles from Box A and choose one of them (or create a new one) that represents the common ideas of your group.

3. ROLES PLAYED:

Take turns sharing the roles each person described themselves playing in this ideal environment.

4. LONG TERM EFFECTS:

What long-term benefits (personal and professional) are likely to result from living in this kind of work culture?



TOW

ARD

S

TITLE ______________________________________

ROLE

Feeling Action

ROLE

Feeling Action

ROLE

Feeling Action

Valu

es: _

____

____

____

____

___

__

____

____

____

____

__

AWAY

FRO

M

Box B

Box A - MY IDEAL

Box C



TITLE ______________________________________

ROLE

Feeling Action

ROLE

Feeling Action

ROLE

Feeling Action

Valu

es: _

____

____

____

____

___

__

____

____

____

____

__

AWAY

FRO

M

Box B

Box A - MY IDEAL

Box C


80

1. Looking at the figure…How are you feeling? E.g. HappyCalmLovingPatientEnergisedWrite your feeling in the space provided in BOX B.

2. Looking at the figure…what are you doing? What action are you playing? Are you…ExplainingBoundary SettingAdvisingListeningVision Imparting


Happy ExplainerCalm Boundary SetterLoving Adviser

Patient Listener

Energised Vision ImparterWrite the Constructive role you are playing in Box B.



TOW

ARD

S

TITLE ______________________________________

ROLE

Feeling Action

ROLE

Feeling Action

ROLE

Feeling Action

Valu

es: _

____

____

____

____

___

__

____

____

____

____

__

AWAY

FRO

M

Box B

Box A - MY IDEAL

Box C


82

1. Looking at the figure…How are you feeling? E.g. FrustratedHurtFearful Resentful

Write your feeling in the space provided.

2. Looking at the figure…what are you doing? What action are you playing? Are you…ScreamingWithdrawingDemandingCriticising


Frustrated ScreamerHurt WithdrawerFearful DemanderResentful Criticiser

Write the role you are playing in BOX C.


Relational Thinking

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“The Power is not in who you are or who I am…The power is

between us!”Carlos A. Raimundo


What practical steps can we as a team implement tomorrow to ensure we and our teams feel contained and supported in the journey towards excellence?

84

85



We can enjoy work–life balance


PRACTICAL ACTION COMMITMENT




dr carlos a raimundo rosemary ruthven t: 0243411832 e: [email protected] anz fcm team...

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