The Neuroscience of Trust​: The Building of The​ “Circle of Trust”​

Transcript

1. The Neuroscience of Trust The Building of The “Circle of Trust”
4. High “Circle of Trust (CoT)” Cultures (Top 10) 1. Engaged employees are 22 percent more profitable than those in which employees are watching the clock. 2. Is an effective way to both engage and retain the best talent. This is especially true for millennials and Gen Xers who want to work for companies they trust and that value their individuality. 3. High CoTs pay their employees more. The only way this can occur in a competitive labor market is if employees in high-trust companies generate more profit than their low-trust associates. 4. HIGH-POTENTIAL organizations have cultures with high interpersonal trust and highly motivated employees. 5. Trust empowers colleagues to meet objectives in the best way possible while committing them fully to the organization’s goals. 6. Trust requires viewing those with whom one works as whole and complete human beings, not as pieces of human capital. 7. Even if you hire the right people, putting them in a dysfunctional or toxic culture inhibits performance 8. Building a culture of trust is essential if an organization is going to be successful. 9. Those who work in high-trust organizations also more effectively collaborate with coworkers, suffer less chronic stress and are healthier and happier than employees working at low-trust companies 10.Trust profoundly improves organizational performance by providing the foundation for effective teamwork and intrinsic motivation
5. Human brains have Two Neurological idiosyncrasies that allow us to: Trust: • The first idiosyncrasy is Trust where insight, planning, and abstract thought largely occur. • Supports the “ theory of mind”, or our ability to think, “If I were her, I would do this.” It lets us forecast others’ actions so that we can coordinate our behavior with theirs. Collaborate: • The second idiosyncrasy is empathy, our ability to share people’s emotions. • Empathy is enhanced when the brain releases the neurochemical oxytocin How Our Brains Decide When to Trust
6. Oxytocin generates the empathy that drives moral behavior, which inspires trust, which causes the release of more oxytocin, which creates more empathy Oxytocin Empathy / Moral Behavior Inspires Trust *Serotonin reduces anxiety and has a positive effect on mood. **Dopamine is associated with goal-directed behaviors, drive, and reinforcement learning. It motivates creatures to seek things that are rewarding, and it makes it feel good to keep doing those things.
7. Trust begets oxytocin, which begets trustworthiness in return The Neuroscience of Trust “Trust Releases Oxytocin”
8. The Neuromanagement challenge is to design a culture in which oxytocin can be released many times during the day by positive social interactions.
9. Designing a “Circle of Trust” Culture Eight Building Blocks of Organizational Trust Ovation recognizes colleagues who contribute to the organization’s success eXpectation occurs when colleagues face a challenge as a group Yield occurs when colleagues choose how to do a project. Transfer enables self-management by permitting colleagues to craft their own jobs. Openness shares information broadly with colleagues. Caring is intentionally building relationships with colleagues. Invest Organizations Invest in colleagues when they enable whole-person growth. Natural An organization is Natural when leaders are honest and vulnerable.
10. Behaviors that Inhibits the release of Oxytocin As social creatures, we naturally follow leaders and model our behavior on theirs. High Levels of Stress By Stoking Fear / “Gaslighting” Wielding Dominance
11. Stoking Fear (Theory X) Many organizations use a fear-based management approach. This has been called Theory X. The science shows that fear-based management is a losing proposition because people acclimate to fear quickly. Fear-inducing leaders must ramp up threats to increase productivity, but there are only so many threats one can make
12. The best way to achieve high performance over the long haul is to create the opportunity to express one’s intrinsic motivation. Advantages of High-Trust Cultures
14. Google’s Project Aristotle: “What makes a team effective at Google?
15. Edmondson, A. C. (2012). Teaming: How organizations learn, innovate, and compete in the knowledge economy. Psychological Safety!!
16. Edmondson, A. C. (2018). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth.
17. Variables not significantly connected with team effectiveness at Google • Colocation of teammates (sitting together in the same office) • Consensus-driven decision making • Extroversion of team members • Individual performance of team members • Workload size • Seniority • Team size • Tenure