From our Human Research & Development Laboratory
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| Short circuiting the negative energy surge related to change |
| It is possible to short-circuit the brain's natural propensity to protect us from danger and threats to our well being, including a backlash against organizational change. The key to doing that is to re-wire the brain's memory circuits where information about what "change" means is stored (what we know). Neuroscientists call the brain's ability to re-wire how neurons are connected "neuroplasticity." It means that through time, experience, and new knowledge our brain can adopt a new way to associate what we know to what we feel, consequently affecting what we think. In an organizational change process the communication of information that empowers people and that provides plenty of ongoing information that leaves them feeling knowledgeable and aware, significantly decreases the fear response. Our research shows that the greater workplace engagement, the more employees feel safe, protected, and supported. What they know and remember about change is that they can trust the information they're receiving, promises are kept, and the deep organizational culture is valued. We will feel good about a sudden event or a change when what we already know about similar actions is positive. And that then translates into what we think about doing being productive and positive, such as being part of the process. |
COPYIGHT: Dr. Eli Sopow, 2008