TMI Journal 2013 No. 1

Journal TMI Journal 2013 No. 1 A Research and Educational Publication of The Monroe Institute Next Page TMI JOURNAL 2013 Next Page 2 Back to page 1 3 TMI JOURNAL 2013 gained better understanding of human nature and THE NEUROSCIENCE OF CHANGE behavior through use of new technologies: imaging tools such as functional magnetic resonance imaging (fMRI) and positron emission tomography (PET), and Presented by brain wave analysis techniques such as quantitative Walter McFarland electroencephalography (QEFG). This new information has led to an increasing integration of psychology and Walter McFarland is 2013 neuroscience. The implications of these brain science Board Chair of the American breakthroughs are significant for PD members who are Society for Training and Change Practitioners. It is vital to the success of Change Development (ASTD), the world’s largest professional association dedicated to the training and development profession. He was a senior vice president at Booz Allen Hamilton where he led the firm’s Global Human Capital and Learning businesses; and a senior principal at Hay Management Consultants, where his business focus was human capital, learning, and change. His career has been as a consultant focused on large-scale improvements in organizational performance by focusing on the human factor. His core belief is that people are the source of each organization’s competitive advantage. As a consultant, McFarland has led engagements focused on transforming the Internal Revenue Service, creating the HR function of the Department of Homeland Security, and better integrating HR capabilities of the U.S. Intelligence Community. His work has earned the Hammer Award, the IRS Practitioners to understand two of these hard-wired Commissioner’s Award, the Director of National Intelligence systems involved in fight/flight reactions—error detection Innovation Award, and recognition from the Smithsonian and fear response. Institution, among others. This keynote presentation was especially important for We now know that human behavior in the workplace Professional Division members working in the Organization doesn’t work as we had thought. We have learned that Development field and who focus on improving individuals’ evolutionary processes affect how the brain relates to abilities and creating groups and organizations that unleash Change. Five things about the brain can help Change competitive advantage. Practitioners increase their effectiveness: 1. The brain is focused on surviving – in physical, M cFarland began by pointing out the great opportunities for improving organization development activities. He described how neuroscience social, and organizational contexts. 2. The brain has developed specialized survival research increases our knowledge of the brain and may systems, involving motivation, memory, error detection, be a source of new insight into the theory and practice and fear response. All of these systems, which have of organizational change. In this conversation, Walter evolved over eons, operate in today’s organizational shared insights on specific attributes of the brain that environment. Wanting something is driven by the inform behavior during organizational change, how dopaminergic system; avoiding or flight response is current change approaches actually trigger resistance in driven by serotonin. Most importantly for those of us the brain, and how key neuroscience-informed actions who help in Organization Development, the motivation to can improve performance of change activities. avoid is stronger than that to approach. In the past twenty-five years, neuroscientists have Next Page 4 TMI JOURNAL 2013 3. The brain “hardwires” patterns of thinking. The 2. Shape the external environment. Meet brain developed hardwired neural systems for surviving external change head-on by using robust environmental and navigating the external environment. Working scanning and futures techniques to better anticipate and memory (understand, decide, recall, memorize, inhibit), shape market changes. Reduce organizational anxiety is located in the prefrontal cortex; and habit memory and fatigue from endlessly following market changes. (patterns of behavior), is located in the basal ganglia. Motivate staff to think about Change proactively and “Error signals” can trigger an amygdala hijack, which constructively. Avoid being a fast follower of changes overwhelms working memory and creates a profound fear driven by others. response and resistance to Change. In the organizational 3. Shape the internal environment. Make the context, habits are good—they create efficiencies during organization a place for great thinking. Integrate Change normal operations; or bad—they can be very difficult and into day-to-day business by vesting responsibility painful to change. for Change in the local line people. Focus senior 4. The brain can be “rewired.” Neuroplasticity management on game-changing opportunities and create is becoming more and more important in this work. a brain-friendly environment. Helping people “think better” is an emerging leadership 4. Create a change-enabled workforce. Identify, competency. brand, and assess Change-related competencies in the 5. “Bad is stronger than good.” organization. Organization leaders help others think better about Change. Summary—Five Summary—Five Things About the Brain Things About the Brain Five Things About the Brain Implications for Change Practitioners It focuses on surviving Change can threaten survival It evolved specialized systems Change affects multiple brain systems; Change is pain. It “hardwires” Change demands changing habits It can be “rewired” Neuroplasticity can be learned “Bad is stronger than good” Change efforts should focus on the positive 5. Continuously generate and celebrate short- After summarizing these features of neuroscience, and long-term wins. The key is fighting bad through McFarland suggested Organization Development recurring experiences with good. Neuroscience research applications in the current volatile world. affirms the importance of celebration in best thinking. Short-term celebration should occur immediately after Imagine a new kind of organization optimized for success. Long-term celebration should be tied to major Change—an organization that uses Change as fuel to milestones. Celebration helps the brain rewire Change as become continuously better and more competitive. In “wanting.” such an organization, Change is no longer something it does, but something it is. In summary, McFarland showed that the field of organizational change has been growing and learning Here is a neuroscience-based Change framework for across its sixty-six-year history. Understanding the brain organizations: adds real insight into more effective Change leadership, better engaging people in Change, and building 1. Integrate Change into strategy. He suggests organizations better at Changing. that leaders link Change to the organization’s destiny by declaring the importance of Change in the context of strategy, giving Change powerful context and purpose. This linkage reduces organizational anxiety about Change and sets the stage for creating a “Change- focused culture.” Linking Change to strategy connects the dots for people. Back to page 1 5 TMI JOURNAL 2013 BREAKTHROUGH CREATIVITY: A POWERFUL SYNTHESIS OF ALCHEMY, SOLFEGGIO FREQUENCIES, AND BRAINWAVE ENTRAINMENT FOR CREATING FROM HIGHER CONSCIOUSNESS Presented by Theresa Bullard, PhD Combining a doctorate in physics and an interdisciplinary research background encompassing quantum theory, nanotechnology, origin of life studies, and crystal chemistry, Theresa Bullard embraces and epitomizes the new paradigm of synthesizing knowledge from a variety of fields to create a new synergy. Following a lifelong path of exploring ancient metaphysical teachings, consciousness expansion, subtle energies, alchemy, and holistic medicine, she brings fresh ideas to the new study of science and spirituality. She possesses the much-sought-after ability to communicate these concepts in an inspiring and profoundly practical way that every generation from every background can understand and incorporate for real results. A writer, speaker, and life-coach, Dr. Bullard has been leading programs in self-empowerment, professional performance, and personal transformation since 2002. She has assisted hundreds of