The New Brain for Business Institute Diane Marentette and Richard Trafton, Ph.D.

Each of us brings to the workplace - and to every other aspect of our lives - a powerful personal momentum that is made up of three powerful developmental forces:

1. The functioning of our brains that have evolved over time into an amazing human engine;

2. Early personal childhood experiences which imbed learnings that are pre-logic, pre-lingual and therefore inaccessible at a conscious level; and

3. Cultural influences that squeeze us into a mold of expected behaviors in order to be accepted by our “tribe.”

All of these forces are at work unconsciously, and some are not even consciously accessible to us.

Our brains are not designed for change.

Without effort or awareness, our brains automate our experiences for us so that we build habits to make our lives easier. It is clear from current research that 90% or more of everything we do and say during any given day is outside of our conscious intent or control.

We get up in the morning, shower, brush our teeth, eat breakfast, drive to the workplace, and grab a cup of coffee before turning on our computer. This is all done with very limited attention and thought because our brain has automated all of these processes for us.

The key here is that our ability to pay attention is quite limited.

This is not accidental - It is how our brains are wired. Our ability to act intentionally is restricted because we exhaust our attentional resources quickly. When we are paying attention, we are attempting to displace automatic and powerful loops that define our habits.

In other words, our efforts to change are small pushes against the powerful, personal momentum that is who we are.

Real Workplace Example

Imagine that the person whose work is a disappointment to you is not intentionally continuing to do his work wrong. He is caught, as are you, in the habits established via your own personal momentum. Typically, we cannot simply tell someone to change and have it happen, despite what we might want.

What do you do?

First, remember that change happens over time in small and incremental actions. So putting together a step-by-step plan for change can be extremely helpful. When we determine small changes to behavior and practice them until they begin to become automated, we are displacing already established habits.

Think of it as a behavioral map.

Here is a workplace example:

You have an employee who regularly criticizes the efforts of others around him in the workplace. What might a behavioral map look like for this person to cease such criticism and allow him to interact effectively?

Having a heartfelt discussion about his critical language and expecting him to stop is the equivalent of throwing one wheelbarrow of snow on the ground and then expecting to go skiing.

Here is a portion of some of the behaviors that can, over time, result in change:

• Ask him to write down his thoughts each time he feels frustrated, instead of saying them out loud. Then ask him to write down next to his notes one example of when this person is helpful or likable. This helps him think through what is generating his outbreaks of criticality, and it is giving him a more balanced view of reality.

• Ask him to keep track of each time he writes his thoughts down and does not speak them out loud. Collect these from him each week and talk about how this is working. Recognize how hard this change is and thank him for his efforts.

• In all likelihood, other people will notice the change and appreciate it. Ask them to reinforce his efforts by being friendlier and more helpful to him.

There are, of course, many other behaviors involved in this change - just as there were many, many behaviors that led to his current, workplace habits. Change happens by starting with a small, incremental shift and adding to it as we learn from each step. Helping others change in the workplace is a powerful tool for greater business results.

The most important thing you can do to bring about personal change - for yourself and for others - is to be kind.

Change is hard. It is easy to slip back into well-formed habits. It is easy to lose focus and attention. It is easy to become frustrated and even angry. Forgive yourself and others for not changing faster - none of us do. Because change is hard.

By Diane Marentette and Richard Trafton, Ph.D., authors of “A New Brain for Business” and founders of The New Brain for Business Institute, www.newbrainforbusiness.com, where they translate good science into good business. For more information and help with workplace change, please write to us at info@newbrainforbusiness.com.