Building Org Capacity · Building Org Capacity to manage change and stress 13/10/2017 (C) Nigel Donovan 2016 11 Stop trying manage the environment. Life is a process; most of which

Building Org Capacity to manage change and stress 13/10/2017

(C) Nigel Donovan 2016 www.nigeldonovan.com 1

Why do we say dumb things when stressed?&

Why does it matter?

Entire Aged Care Sector – in transition

Ryan GirdlerNRL Player (227 games)State and National Rep

Footy show quiz:

Q: How many numbers on a standard telephone?

A: “Eight!”

Game Show Brain Locks

JAMES O'BRIEN SHOW, LBC• James O'Brien: "How many kings of England have been called Henry?• Contestant: "Well, I know Henry VIII. So, um, three?“

BBC RADIO• DJ: "What was Hitler's first name?"• Contestant: "Heil."



Overwhelmed

Shut down?

“Stressed, tired, busy” = Can’t think straight

Executive Level Personal Leadership and Organisational Culture Change

Grow behaviours that are open, flexible, authentic, confident, fun to be in and emotionally mature



also, a Spanish death metal band!

Specialising in NDIS Plan Coordination and Therapeutic SupportsSpeech Pathology

Occupational TherapyBehavioural Support and Psychology

Exercise PhysiologyPhysiotherapy

Dietetics

Celebrating 20 years of supporting people living with an Intellectual Disability in the Hunter Region, NSW

(02) 4979 7777 www.leapfrog.org.auFern Street and Maitland Road Islington Hillsborough Road Warners Bay

Self protective behaviours emerge• Closed• Selfish (short sighted)• Narrow minded• Inflexible• Oversensitive to fairness• High judgment (good/bad)• Absolutist• Self protective• Absenteeism

• Avoid/change subject• Procrastination• Needy• Petulant• Sarcastic/cynical• High ‘in group – out group’ • Boastful, attention seeking• Demand certainty



Symptoms of stress = disintegration

Then people start throwing aroundBlame, Guilt, Fear and Judgment

You see

siloing, patch protection

in group/out group thinking

closed, resistant way of being

negative defensive communication

snappy, anger, tantrum, sulking or other egregious behaviours

procrastination, lack of planning or clarity

hyper vigilance to 'fairness'

Absolutism (all or nothing)

For you, this means that all change is more difficult



Then the misdiagnoses

The person is blames, tolerated, isolated, until eventually there is a solemn meeting with HR (or Workcover)

• Behaviourism• Cognitive Behavioural Therapies

• Personality Profiling • Human Synergistic• Leadership Skills

Why? Safety First

A Neuropsychotheraputic approach to understanding the causes of stress

as they relate to change

The real cost of stress

1. Lose control of physical self2. Diminish communication3. Emotional roller coaster4. Inflexible, default responses5. Impaired empathy, more socially

dependant6. Less insight, impaired decision

making7. Quicker to fear and anger8. Reduced Intuition9. Expedience and escape



Survival

PFCLimbic Region

System 1• First • Fast• Multiple processes,• Operationally

strong,• Automated• Immediate• Re‐active

System 2Last to know, slowOne agenda item at a time• Strategic,• Nuance, • Context• Measured

decision making• Reason• Restraint

When Relaxed(Integrated)

Survival

PFCLimbic Region System 1

(The Organisation)First, Fast,multiple processes, operationally strong,Automated

System 2(The Board)Last to know, slowOne agenda item at a timeStrategic, nuanced, measured decisionmaking

When Stressed(Flee, Fight, Flight)

Same Symptoms forStressed BusyTired

Solution



Teach people to Move towards what you want.Not away from what you don’t

“Be the lion, not the deer”

You cannot…..

• Engineer‐out all danger • Manage away discomfort• Hold people’s hands and look over

their shoulder at the same time• Go for a “No‐one will be worse‐off”

position

The Integrated Neuro‐psychotheraputicmodel (Rossouw P.J.)

Safety as measured againstBasic Biological Needs

Orientation and Control• Do I know what to do? Where I am?• Do I know what I am doing and where I am going?

Pain Avoidance/Pleasure Seeking• How hard is this? How uncomfortable could this be?• How satisfying is this? How enjoyable is this (incl. Struggle/hero’s journey)

Secure Attachments• How connected and loved do I feel?• Do I feel significant/valued?



Integrated Model (Rossouw)

Control orientation

Attachment and connection

Avoid pain and seek pleasure

SafetySurvival

Imperative

#1 Priority for organism Fundamental neuro‐biological needs

Approach

Avoidance

OR

How are they getting it?

Build Patterns of Approach[creative, mature, pragmatic]

• Open• Fairminded• Curious• Insightful• Flexible• Big picture focus• Perspective• Focused on contribution• Forgiving and generous with

each other• Nuanced & balanced• Step in

[Freeze Flight Fight]

• Closed• Selfish (short sighted)• Narrow minded• Inflexible• Oversensitive to

fairness• High judgment

(good/bad)• Absolute• Self protective• Flee (absenteeism)

Avoidance Approach

To Think Well Requires

Open, flexible, authentic, approach mindset Personal leadership and authenticity as core values Blame, guilt, fear and judgment are non‐starters Growth, emergence and integration are core values A focus on IS not WAS or OUGHT

Q: How many leadership coaches does it take to change a light bulb?

A: Only one, but the lightbulb must really want to change



Program Purpose

What You Get

• Improvement in your felt experience of life.

• Improve what it feels like to be you.

What This Requires From You

• High emotional intelligence• Achievement/engagement with the world

• Positive, approach mindsets• Relationships of value and trust• Empathy, compassion• Authenticity and openness

Neuro‐psychotheraputic

approach;education and collaboration in

safety

One‐on‐One Coaching; Strong

Therapeutic Alliance

Think Well Programme Online

Combination of • live web meetings, • structured reading and activities, • personalized confidential feedback

and coaching (via video conference or email support)

A course that teaches your leaders HOW to change their own minds The neurobiology of Thinking Well



Next Actions

1. Connect on SM

2. Confidential Service Discussion (@ conference, skype)

3. “Think Well ProgrammeTMOnline”

[email protected]

Thank You

Connect

0404 199 888Text name and email to connect with me and

subscribe to my blog.

Key StaffBroader

Workforce

Managers and

TeamLeaders

Exec Team

Starts at the top

CEO

Authenticity Precedes Happiness:Courage to challenge what feels true



Stop trying manage the environment. Life is a process; most of which you don’t control.

Safety and control comes through building the skills to enjoy the ride

StimulusYour

memory patterns

Your felt experience

of the world

Stress is when the world and you don’t align

© Nigel Donovan 2014

Filtered by YOUR:‐ Mood‐ Current

interest/focus‐ Values‐ Beliefs‐ History‐ World view‐ Habits‐ Genetics …

StimulusYour

memory patterns

Your felt experience

of the world

Change Requires ChangeYou cannot change the output without changing one or both of the inputs.

© Nigel Donovan 2014

This may require going deeper into your fundamental values and beliefs

Expecta on ≠ Reality



Expecta on ≠ RealityReality ≠ Expecta on

Imposter

Or

Fraud

Reality and ExpectationProductivity – NDIS example

Where do I fit in this new world?

Documents

Building Org Capacity · Building Org Capacity to manage change and stress 13/10/2017 (C) Nigel Donovan 2016 11 Stop trying manage the environment. Life is a process; most of which