The cognitive response to organizational development

Science has offered already so much to human lives. Technology like Functional Magnetic Resonance Imagery has enabled us to look through the brain and find how it responds while dealing with a major organizational change. The basal ganglia of the human brain are primarily concerned with controlling our day-to-day activities. It is often seen that works that are performed on a repeated basis utilize less mental energy and consciousness. However, while diverting our thoughts towards the change, our brain responds differently. Therefore, in certain decisions, our mind feels right or may feel wrong.

Changes that are associated with facts out of our comfort zone are stimulated by the section of our brain called the prefrontal cortex. This region is responsible for controlling both insight and impulse. In simple terms, it simulates the brain nerves in response to fear, wonder, anxiety or despair.

When the mind is dealing with changes that are complicated and unfamiliar, the nerves of this region are strongly affected knocking all negative feelings and bringing feelings of sadness, depression or anger into the minds of team members. However, it is strange that science has helped us to respond to any change, good or bad, helping people around the world to assemble themselves and coordinate with the changes.

Let us find out how:

• Simplifying the change

Any introductory change comes in two forms – one that can be put to good use and the other is the reverse image if that is not the case. This takes a lot of complicated mental activities to shift from basic thoughts moving into a new or complicated concept under the basal ganglia of the brain. Thus, science will help to focus on the motive behind the change and make it more familiar than threatening.

• Be at ease with the change

Changes cannot be forced but only introduced. The response can both be favorable and negative. While the changes are introduced, the human brain shows tremendous mental activity to develop insight and then build complex connections. A rush of neurotransmitters like adrenaline boosts positivity associated with any experience.

• Make communication simpler and never conceal the truth

The brain can digest only one change at a time. The sense of complexity can deflect the working of the brain towards one goal. Science has helped to establish a comprehensive outlook of any changes made so that they can easily be understood and absorbed. The prefrontal cortex can signal danger in case of unrealistic expectations. It then switched to high alert mode indicating the science of deception so that our brain can balance with extreme anxiety.

• Emotions cannot be neglected

The centre of our conscious thought is closely associated with the emotion-generating amygdala. Many a time decisions are based on emotions than logic. Sometimes, it might not come out of our conscious-driven mind or with logical reasoning. Emotional choices can be justified only emotionally and they can be more appealing when presented in the right manner to connect to the audience’s emotions.

• Make the change attentive

Paying attention involves chemical and physical changes in the brain and as the brain is remodelling its thought processes, the density of attention can get affected by different experiences over a specific time. Changes that were repetitively made catch high attention density and encourages peoples’ mind for a long time behavioral change. New ideas can grab attention when presented in new packaging ways such as through a game, a metaphor, an image etc.

• Establish a trustworthy foundation with authentic body language

When the organization is constantly evolving, our minds come under pressure to digest various phases of instability inside it. It is the role of the leader to make the correct use of science and establish stability, detailing any success or challenges associated with it. People look for future vision coupled with the right use of language. As the mind is open to accepting suggestions and implementing changes, the brain waves cannot accept many nonsensical languages or close gestures. Therefore, wars must be emotionally charged with a clear vision and it is to be carefully assessed that we speak what we see and believe.

• Enforce inclusive relationships as your strength

In the dorsal portion of the anterior cortex of the brain is the neural region that responds to suffering and pain. Any change that reacts to produce physical change must be ruled out. The new changes in leadership goals and fundamentals must synchronize between inclusive and collaborative relationships. Share work experience establishes mutual trust and connectivity for the success of an organization.