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The Three Brains of Management

The Three Brains of Management. How to create employees that believe in your company and goals. Dr. Nikolaos Dimitriadis. 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.

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The Three Brains of Management

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  1. The Three Brains of Management How to create employees that believe in your company and goals Dr. Nikolaos Dimitriadis

  2. In January 2013 the EU pledges 500m Euros to the Human Brain Project.

  3. In April 2013 the US pledges 100m Dollars to the Brain Initiative.

  4. Trend:Numerous books, seminars, events, associations, studies and agencies on neuroscience in economics, marketing and management.

  5. HOW DO YOU INCREASE PRODUCTIVITY AND PROFITABILITY?

  6. TRAINING INVESTMENT COMMUNICATION MOTIVATION

  7. POLE DANCING CORPORATION Better moves - Training Better clothes - Investment Better talk - Research Better choice - Targeting Better clubs - Network Better name - Branding

  8. What worked best?

  9. Earnings per shift: 185 USD Earnings in ovulation per shift: 335 USD

  10. NO PARTICIPANT WAS AWARE OF THIS FACT

  11. Is it really different in more ‘serious’ business situations?

  12. 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.

  13. Our Behavior is Guided by Hidden Forces

  14. evolution

  15. … which we don’t understand

  16. Your company offers you 1,000 euros as bonus if you achieve specific objectives. Which message would appeal to you? • “Imagine what you can buy with 1,000 extra euros!” • “1,000 euros can help you feel more secure!” • “Your company recognizes your achievements!”

  17. Has clear and strong goals (self interest) … and knows why! Calculates cost/benefit of all actions … and decides and behaves accordingly Any irrationality leads to mistakes

  18. Each part has its own responsibilities

  19. Years 500m 200m 100k

  20. - 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.

  21. CLEAR MESSAGE Directions and goals Don’t confuse Necessary information

  22. STRONG EMOTION PERSONALIZE IT HOLISTIC APPROACH CREATE, DON’T SHOW

  23. MAKE IT EASY SET UP THE SCENE REMOVE THE OBSTACLES CREATE HABBITS

  24. An Internal Communications Model: The Three Brains of your Company

  25. The DNA THINK-FEEL-DO Model

  26. In essence, we want to identify and shape…

  27. What do your employees THINK? (information on key issues, knowledge and understanding of roles and procedures)

  28. What do your employees FEEL? (current emotional state of the company)

  29. What do your employees DO? (participation and behavioral patterns)

  30. So, welcome to our Internal Communications RESEARCH OBJECTIVES

  31. A. THINK RESEARCH OBJECTIVES Awareness of big and direct picture Understanding of roles and procedures B. FEEL RESEARCH OBJECTIVES Evaluation of current emotional state of the company Identification of key emotions C. DO RESEARCH OBJECTIVES Identification of behavioral habits Reveal participation in company and external programs D. IC and Special Issues RESEARCH OBJECTIVES Assess current status and specifics of IC including needs, sources and tools. Examining special issues.

  32. 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.

  33. 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?

  34. DISASTER ZONE THINK FEEL DO Organizations in the disaster zone need to RADICALLY rethink their whole model

  35. DIFFICULT ZONE THINK FEEL DO Organizations in the difficult zone need to FAST improve their practices

  36. GOOD ZONE THINK FEEL DO Organizations in the good zone need to retain good practices… … and have one way to go

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