neurological perspective to organizational change model
The discussion will be informed on a neurological perspective to organizational change model, one that looks into account how efficient change agents or components in a contemporary organization, whereby work is creative, conceptual, and relational, as well as talent, is transferrable. Take note that there is no generally accepted theory of change but available traditional models and best practices around a series of functions and activities that add to the continuation of a valid and reliable change initiative. These include;
- Constant organizational preparedness; change is always positive and well contributed by the pre-informed employee.
- An apparent need to “create a developing platform”: meant to motivate employee via implied motivation triggers
- Leading the change from the bottom of the organization top: many individuals are readily and actively involved in change and communicate with others.
Most of these ideas have a positive influence in the field of neuroscience, so does to business. For example, the need to create a developing platform at work can trigger a series of outstanding and positive response among the employees. It motivates them to change positively, it makes them ready to accept change since they have been part of the change decision making process. In an internal organizational environment, developing or creating change platform he making sure that the employee is motivated towards meeting their organization’s goals and objectives, as such, their motives towards change will not only create an overwhelming desire for change but also increase ease of undertaking normal internal functions and purposes.
Similarly, driving change from the bottom can trigger mixed reactions, especially from the low tier employee; in most cases, they are not considered in the decision-making process. It inspires them to valuables needs and demands to better navigate the organization’s social world. These include certainty, status, relatedness, fairness, and autonomy, the foundation of the SCARF Model. If out of synch, these five components and needs have always seen to have positive studies to activate the same positivity actuated by emotional and psychological motives, like happiness.
Keeping all the above factors on the check, lets come up with an idea we ‘vent explored before. There is a need to think about change differently. To start, let’s think about human resources differently, not as merchandise to be pushed and thrown around but as a source of robust and real competitive advantage. The second step is not to see change as a perpetual crisis, but as a chance to better equip and prepare organizational shakeups as a standard/usual mart of the organization, and as an opportunity to grown and develop.
We agree that one source of insight towards organizational change may be the field of neuroscience. The study of the brain, especially within the area of affective, social neuroscience. It will help deliver primary insights that can be used in the real world and, perhaps, increase people’s understanding of better ways to manage human resources and performance through creative methodologies. With the right mindset and resources, the above three initiatives will not only change the organizational change process but also offer real-time change experience.