Innovation and Neuroscience for Organizations, Teams and Individuals

The “flash” occurred for me while I was re-reading Frans Johansson’s “The Medici Effect”, exploring innovation at the intersection of “fields, disciplines, and cultures”.? This ignited a series of neural connections in my mind, bringing together my work on executive and team coaching, leadership development, conversations with associates in Global Team Coaches, thoughts from Ann Betz’s course on “The Neuroscience of Coaching”, Annie Paul’s “The Extended Mind”, Boyatzis’s/Smith’s/Van Oosten’s “Helping People Change”, Goleman’s/Cherniss’ “Optimal” and Christensen’s “The Innovator’s Dilemma” (among many other books, articles and conversations I have experienced over the last year).

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Why Established Organizational and Individual Systems Resist Change

Christensen argued that value networks act as self-reinforcing ecosystems. These networks, encompassing customers, suppliers, and other stakeholders, create a web of expectations and dependencies that can stifle disruptive ideas.? Each player fulfills a specific role, optimizing their piece of the puzzle within the existing framework. This creates a powerful inertia – new ideas that threaten the established efficient flow of value are often met with resistance. Executives who have been successful, may be hesitant to question existing systems, processes and organizations. Existing suppliers may be reluctant to support a disruptive technology if it undermines their current products. Customers, accustomed to a certain level of service or product functionality, may be hesitant to embrace change.

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This resistance stems from a fundamental human aversion to novelty. Neuroscience show us that our brains are wired for efficiency. Our brains are wired to “pay attention” to that which is novel, but not necessarily pursue it.? To pursue something novel, requires extra energy.? In addition, through repetition, we build neural pathways that automate our thoughts and behaviors. This is essential for navigating the complexities of daily life. However, these same neural pathways can also become obstacles to change. When faced with a new idea, our brains ?“protect us” and instinctively activate the familiar pathways, leading to skepticism and resistance.

This individual neuroscience explanation aligns perfectly with Christensen's concept of value networks. Just as individuals resist change due to established neural pathways, organizations within a value network resist disruption because it threatens their established ways of doing business.

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The Neuroscience of Change: How We Break Through the Barriers

Fortunately, our brains are not static. Neuroplasticity, the brain's ability to form new connections and reorganize itself, offers a path towards overcoming resistance to change.

In "Helping People Change," Boyatzis, et.al. emphasize the importance of creating a safe space for exploration and experimentation. ?New learning requires the formation of new neural pathways, which necessitates a departure from established patterns. ?Much of the coaching work I and my associates at Global Team Coaches do is to support organizations, teams and individuals with actions that encourage this "neural rewiring".? This can include, and is not limited to:

• Disrupting the Familiar: The first step to change involves breaking the pattern of automatic thinking. This can be achieved by exposing ourselves to new information and perspectives. In an organizational setting, this might involve benchmarking against disruptive companies or encouraging employees to participate in cross-functional team.? Sparking awareness of and recognizing systems, behaviors and actions that run counter to our goals is often the start.
• Building New Pathways: Repeated exposure to new ideas strengthens new neural connections, making them more likely to fire in the future. Organizations can foster this by creating safe spaces for experimentation, increasing diversity and encouraging a culture of learning and exploration.? Individuals and teams can practice new behaviors, explore their purpose and values, and increase their emotional intelligence.
• Rewarding New Behaviors: Our brains crave rewards, and this principle can be used to reinforce the adoption of new ideas. Organizations can use many approaches to incentivize employees who champion innovative solutions and celebrate successes along the way. ?Individuals and teams and appreciate and recognize their and others’ accomplishments.

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Possible Strategies to Explore

How might you begin thinking about and moving toward your change objectives?? Here are some possible strategies that can be addressed independently or with the support of a professional coach.

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For Organizations:

• Nurture Diversity: Seek diverse perspectives within the organization and beyond. Expand your value network by collaborating with startups and outsiders who bring fresh viewpoints.
• Embrace Experimentation: Dedicate resources to explore disruptive technologies and alternative business models, even if they seem incongruent with the current value network. Consider skunkworks or innovation labs to explore these possibilities outside the core business.
• Measure for Learning: Move beyond short-term ROI metrics and acknowledge the value of learning and exploration. Track progress in building new capabilities and exploring disruptive ideas.

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For Teams:

• Psychological Safety: Create an inclusive team environment where individuals feel comfortable sharing unconventional ideas and challenging the status quo. Encourage open communication and celebrate intellectual curiosity.
• Cross-Functional Collaboration: Break down silos and encourage teams with diverse skillsets to work together. This fosters the exchange of ideas and the "Medici Effect."
• Framing Disruption: Position disruptive innovations as opportunities to expand the value network or create new ones altogether. Frame them as addressing unmet customer needs, rather than threats to the existing business.

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For Individuals:

• Lifelong Learning: Embrace continuous learning and actively seek out new information and experiences that challenge your current thinking. Step outside your comfort zone and explore new disciplines.
• Cognitive Flexibility: Develop the ability to see problems from different perspectives and consider alternative solutions. Practice mental exercises that promote cognitive flexibility, like brainstorming or learning a new skill.
• Mindfulness: Become aware of your own biases and mental shortcuts. Practice mindfulness techniques like meditation to enhance your ability to focus and be present in the moment.

Understanding both the neuroscience of change and the dynamics of value networks empowers individuals and organizations to overcome resistance and embrace innovation. By consciously rewiring our thinking and fostering environments that support new ideas, we can break free from the constraints of the past and unlock the potential for growth.

Here is an invitation to:

• Challenge Assumptions: Both individuals and organizations can benefit from regularly questioning their assumptions. This requires creating a safe space for open dialogue and critical thinking. Organizations can encourage brainstorming sessions and pilot programs to test new ideas. Individuals can practice mindfulness techniques to become more aware of their thought patterns and challenge their validity.
• Focus on the Benefits: The brain is drawn to positive reinforcement. Highlighting the potential benefits of change can tip the scales in its favor. For individuals, this could involve setting clear goals and visualizing the positive outcomes of change. Organizations can frame innovative solutions as opportunities for growth and improved performance.
• Start Small & Build Momentum: Change can feel overwhelming. Breaking down large goals into smaller, manageable steps makes them less daunting and allows for a sense of accomplishment with each milestone. Individuals can experiment with small changes in their routine and gradually incorporate new habits. Organizations can pilot disruptive technologies in specific departments before undertaking a full-scale rollout.
• Seek Support & Celebrate Wins: Change is often easier with a support network. Individuals can find a mentor or coach to provide guidance and encouragement. Organizations can foster a culture of collaboration and celebrate successes, no matter how small, to keep the momentum going.

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Like most professional coaches, I and my associates at Global Team Coaches work to create sustainable value for you and your stakeholders.? What is your perspective? How are you addressing the conundrum of the need for change while being resistant to change?

Steven Bushong