Democratizing neuroscience in organizational change
Erich R. Bühler
Philanthropist, logosophist, founder and CEO of Hanna Prodigy and Enterprise Agility University. Author of Leading Exponential Change, Enterprise Agility Fundamentals, and The Convergence.
Today I came across an interesting LinkedIn post by Nigel Thurlow ???????????? in which he expresses his concern about the use of neuroscience concepts by agile coaches and change consultants without formal neuroscience qualifications. While I respect his perspective, I believe that this view warrants a deeper discussion on the democratization of scientific knowledge and its practical application in organizational change.
First, let me acknowledge a truth: There is indeed a lot of pseudoscience and misuse of neuroscience terms in our field. This point is truly valid and important. However, I believe that we need to distinguish between unsubstantiated claims and the application of established scientific principles within clear frameworks and guardrails.
For example, you don't have to be a nutritionist to understand and apply the basic principles of healthy eating. While detailed nutritional therapy should be left to experts, anyone can learn and apply the basic nutritional guidelines. In the same way, the application of established neuroscience principles to organizational change can be applied: While groundbreaking neuroscience research should be left to neuroscientists, trained professionals working within established frameworks can do it safely and effectively.
The Science of Accelerated Change, which I develop at Enterprise Agility University, is a perfect example of how this can work. Rather than making new neuroscience claims, this framework synthesizes existing peer-reviewed research into practical applications for organizational change. We have worked with several professionalsand other experts to ensure that our recommendations are based on sound science.
For example, working with a large financial institution undergoing digital transformation, we applied the principles of accelerated change science in relation to stress response and cognitive load. We didn't need to be neuroscientists to understand that high levels of stress increase cortisol production, which impairs decision making and learning. Through structured breaks, mindfulness practices and careful planning for change, we saw measurable improvements in acceptance rates and employee wellbeing.
The framework provides clear guardrails for practitioners. For example, in managing stress during change, we don't undertake specific neurological interventions. Instead, we apply well-documented principles for stress response and cognitive load through structured activities and environmental changes. These applications have been tested, validated and refined through practical experience and scientific collaboration.
Another important point is the role of interdisciplinary knowledge in organizational change (or what we call Cognitive Diversity). While deep expertise in any single area is valuable, the most effective change management is often the synthesis of knowledge from multiple disciplines. The Science of Accelerated Change combines elements from neuroscience, psychology, organizational behavior and change management to create a more comprehensive approach.
Think about how we apply this in practice. One important concept here is waves. When implementing major organizational change, you need to use the concept of "waves"—periods of intense change followed by periods of consolidation. This concept isn't based on new neuroscience, but on the application of proven principles about how the brain processes and adapts to change. The framework provides specific guidelines for the timing and intensity of these waves so that practitioners can apply these principles safely and effectively.
In addition, democratizing scientific knowledge is critical to progress. While I truly respect the expertise of neuroscientists, we must also recognize that practical applications of their research can and should be developed by practitioners working directly with organizations. This is the only way to make scientific knowledge useful in the real world.
The key is transparency, intellectual humility (IH), and to make sure it is based on solid science. As change professionals, we should be clear about the sources of our knowledge and the limits of our expertise. We should admit that we aren't neuroscientists, but rather professionals who apply established scientific principles within clear frameworks and guidelines.
Let me give you an example of how the Science of Accelerated Change provides guardrails:
In my experience, this structured approach enables the safe and effective application of neuroscience principles in organizational change without entering areas that require specialized expertise. So, this is what we need, a clear approach with guardrails. This is how science also grows.
In my opinion, modern organizational change demands this kind of practical application. Given the rapid pace of change in today's business world, organizations need frameworks that helps them deal with change while taking into account people's cognitive and emotional responses. It would be impractical and counterproductive to wait for neuroscientists to directly intervene in every change initiative.
The key is to find a balance between respect for scientific expertise and access to practical applications for trained professionals. This isn't about making neuroscientific claims or simplifying complex concepts. It's about creating a structured framework that enables the safe and effective application of proven principles. In the face of increasingly complex organizational challenges, this kind of interdisciplinary, practical application of scientific knowledge isn't only valuable, but essential.
领英推荐
Our New Audiobook The Convergence is now Free as Audiobook!
We have great news for you! The Convergence (English edition or Spanish edition) is the only book on the market that addresses Artificial Intelligence from the perspective of strategy, organizational change, and adaptation.
To help you learn more about how AI can be integrated into these fields, I'm introducing today my latest audiobook, The Convergence. As a special offer, We are providing a limited-time code to get the audiobook for free. Just click here to get it. This offer expires on Wednesday, so if you are interested to learn more about AI for change makers, be sure to redeem it by then. We hope you find my new audiobook insightful and informative!
Enterprise Agility Fundamentals is Available on Audiobook and Free, too!
I'm thrilled to announce that the Enterprise Agility Fundamentals audiobook in English and Spanish is now available for free!
We're incredibly excited to share this resource with Agile Coaches and Change leaders worldwide, empowering them to deepen their understanding of Enterprise Agility and the science behind it.
With great enthusiasm, we're transforming the world of organizations by introducing newer, more innovative models and frameworks for companies across the globe. This is a significant step towards a more agile and adaptable future for businesses everywhere. Get your free audiobook copy now in ENGLISH or SPANISH
A New Sea of Opportunities for?You!
Are you looking for a new job, want to learn something new, use the most powerful AI for change leaders, or have access to free videos and articles on organizational change and Enterprise Agility?
Disruption Coach & Conduit | Decoding Disruption | Neuroplastician P.npn |Enterprise Agility | Coach, Trainer, Speaker | Co-Creator Memorable Learning Experiences (MLE) Creating Memorable Learning Experiences
1 个月Erich R. Bühler and Nigel Thurlow ???????????? Like any other discipline, the one I'm most familiar with is sports coaching, personal development coaching, and Enterprise Agility coaching and training, and qualified professional Neuroplastician, To give greater value, to serve more, create new pathways for others we must look at shared progress. Like as many organizations are stuck in previous best practise and don't know new pathways. I think it comes down to not being able to know everything, but aligning oneself with partners in crime to reciprocate knowledge. For me there are too many too mention, however these are people I'm collaborating with regularly Erich R. Bühler philanthropist and Enterprise Agility expert PK Savy one of Australia's most sought behavioural leadership, coach and Sean D. Waters a stress scientist and Dr. Justin James Kennedy a behavioral neuroscience professor. And the many experts and lifelong learners at the npnHub | Uniting Experts and Learners in Applied Neuroscience to truly understand neuroplasticity and the environment needed Systems and people die if there is no growth Today's world has progressed faster than ever from mutiple perspectives. Rock on as long as gives value.
Executive Coach | Board Advisor | Interim Executive | Co-Creator of The Flow System | Creator of Scrum The Toyota Way | Forbes Noted Author | Toyota Alumni | Renowned Speaker
1 个月I think you make my point for me. If you study and understand the peer reviewed expert literature and then apply this as described and evidenced it is fine. My post was more a tongue in cheek poke at those who make stuff up by using neuroscience (and other domains) to promote their tenuous ideas. I think it is perfectly OK to suggest ideas and ways of approach the domains we work in by leverage science and the ideas empirically tested by experts. I imagine you are in this camp, and not anywhere near the snake oil salesmen. Of course once you use words like democratizing neuroscience in organizational change you also need to be able to back your assertions with expert empirical opinions. What I have learned writing books with qualified professors and experts is the importance of being able to point to the evidence of any claims being made, at least at the time of writing. Science evolves so it is only ever true at the point in time.