Post on 01-Feb-2016
description
The Three Brains of Management
Dr. Nikolaos Dimitriadis
How to create employees that believe in your company and goals
In January 2013 the EU pledges 500m Euros to
the Human Brain Project.
In April 2013 the US pledges 100m
Dollars to the Brain Initiative.
Trend: Numerous books, seminars, events, associations, studies and agencies on neuroscience in economics, marketing and management.
HOW DO YOU INCREASE PRODUCTIVITY AND PROFITABILITY?
TRAININGTRAINING
MOTIVATIONMOTIVATION
INVESTMENINVESTMENTT
COMMUNICATIOCOMMUNICATIONN
Better moves - TrainingBetter clothes - InvestmentBetter talk - ResearchBetter choice - TargetingBetter clubs - NetworkBetter name -Branding
POLE DANCING CORPORATION
What worked best?
Earnings per shift: 185 USD
Earnings in ovulation pershift: 335 USD
NO PARTICIPANT WAS AWARE OF THIS FACT
Is it really different in more ‘serious’ business situations?
Corporate Behavior
- Holding a heavy clipboard when interviewing candidates, interviewers are more likely to view the applicant as having gravitas and behave accordingly.
- Sitting on a hard chair when negotiating the price of a car will make you negotiate harder.
- Holding a hot cup of tea when meeting someone will make you behave more
warmly disposed towards them than if you are holding an iced drink.
Our Behavior is Guided by Hidden Forces
evolutionevolution
… which we don’t understand
Your company offers you 1,000 euros as bonus if you achieve specific objectives. Which message would
appeal to you?
1.“Imagine what you can buy with 1,000 extra euros!”
2.“1,000 euros can help you feel more secure!”
3.“Your company recognizes your achievements!”
Has clear and strong goals (self interest)… and knows why!Calculates cost/benefit of all actions… and decides and behaves accordinglyAny irrationality leads to mistakes
Each part has its own responsibilities
Years 500m 200m 100k
- Only 5% of the total brain activity is on the third brain. - There are 10 times more messages
transmitted from the second brain to the third than vice versa.
CLEAR MESSAGE
Directions and goals
Don’t confuse
Necessary information
STRONG EMOTION
PERSONALIZE IT
HOLISTIC APPROACH
CREATE, DON’T SHOW
MAKE IT EASY
SET UP THE SCENE
REMOVE THE OBSTACLES
CREATE HABBITS
An Internal Communications Model:
The Three Brains of your Company
The DNA THINK-FEEL-DO Model
In essence, we want to identify and shape…
What do your employees THINK?
(information on key issues, knowledge and understanding of roles and procedures)
What do your employees FEEL?
(current emotional state of the company)
What do your employees DO?
(participation and behavioral patterns)
So, welcome to our Internal CommunicationsRESEARCH OBJECTIVES
A. THINK RESEARCH OBJECTIVES
B. FEEL RESEARCH OBJECTIVES
C. DORESEARCH OBJECTIVES
D. IC and Special IssuesRESEARCH OBJECTIVES
Awareness of big and direct pictureUnderstanding of roles and procedures
Evaluation of current emotional state of the companyIdentification of key emotions
Assess current status and specifics of IC including needs, sources and tools. Examining special issues.
Identification of behavioral habitsReveal participation in company and external programs
Research Considerations
• Our TFD research can include survey (online,
offline), focus groups and management interviews.
• Since the research itself ‘communicates’, extra
care is taken of how it is organized, promoted,
conducted and its results revealed.
Key strategic challenges are identified and explained.
• How Think, Feel and Do score and compare with each other?
• Which key issues arise as a cross-section of TFD and how
can they be addressed?
• Are there any groups within the company that need special
attention?
THINK FEEL DO
DISASTER ZONE
Organizations in the disaster zone need to RADICALLY rethink their whole model
THINK FEEL DO
DIFFICULT ZONE
Organizations in the difficult zone need to FAST improve their practices
THINK FEEL DO
GOOD ZONE
Organizations in the good zone need to retain good practices…
… and have one way to go
THINK FEEL DO
GREAT ZONE
Organizations in the great zone are excelling in all areas
And there is a Tool Box to achieve ourTFD New Objectives
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ElectronicInternal portalEmailsPop-upsVideo announcementsInteractive gamesInternal social mediaOnline surveysE-newsletter…
OrganizationalVision, Mission, ValuesTask-force teamsStrategic workshopsNew procedures/projectsHR policiesFeedback, suggestions mechanismsStaff-targeted rotation…
MotivationalTeam building eventsTask academiesCompetitions and awardsCorporate eventsPeriodical top-down messagingStaff recognition in publicStaff participation in decisions…
MaterialsCode of conduct booklet‘Who we are’ leafletPosters, stickers, wallpapersOffice materials and propsCorporate videosUniforms, office-wearForms, templates and layoutsNewsletter…
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Ultimate Goal
Case-in-point 1
56
Key Issues from interviews
Case-in-point 2
58
Key Issues
Sustainability is:
thinking recycling, resource conservation and energy saving
feeling positive but also restricted and that someone else has the responsibility to lead
doing some steps towards entry level sustainability behavior but could do more
CURRENT SITUATION
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Key Issues
Sustainability should be:
thinking green but also thinking business and society in an educated manner
feeling positive but also feeling enabled, empowered and ready to lead
doing something but enhancing it and expanding the scope and reach of sustainable behavior
DESIRED SITUATION
Few of our TFD partners in the SEE region (past and present)
Let’s explore together the three brains of YOUR COMPANY!
The Three Brains of Management
Dr. Nikolaos Dimitriadis
How to create employees that believe in your company and goals