NeuroChange means: Based upon the knowledge of the logic of the organizational system (“the insight of the organization”), to develop the organization step-by-step into a self-changing system. This occurs at three levels:
At the behavioral level, there is no behavioral model which would not be revealed through mere observations in and of themselves and others. However, many insights would be suppressed, ignored or not sufficiently considered; for example, the learning of models which takes place much more profoundly in the brain and with more consequences than merely the learning of facts. Thus, in NeuroChange, we are convinced that sustainable change can be attained only via the (positive) emotional level.
The emotional systems are biological imperatives which comprehensively impact and penetrate our physical and intellectual existence, our thinking and our behavior. The entire cognitive structure, i.e. the perception and assessment of the external incentives–thus what is regarded as being important and less important for the organism–are undertaken strictly in accordance with the laws and requirements of the emotional level. For this reason, the emotional systems also control the human being’s cognitive level.
But change also means embarking on the journey into a new, unknown world. Through our striving for stability and security, most human beings are by nature skeptical towards changes. The emotional incentive must be generated through positive expectations and thus our reward system is of central importance. Our reward system insists on two functions:
The reward expectation system is very strongly dependent on the neurotransmitter called dopamine. The actual reward is triggered in the brain by so-called endorphins which are the happiness hormones. An important cornerstone in the reward system is the so-called nucleus accumbens. The reward expectation system has an additional unique feature: It is in in principle never satisfied and always desiring “more” and an “increase” (“reward dissatisfaction mechanism”). On the aversion side–the avoidance system, there is an analogous architecture. Also here as well, there exists a sub-system for punishment expectation and one for the punishment itself. Important brain areas in this regard are the amygdalaand the insula.
The entire cognitive structure, i.e. the perception and the assessment of the external incentives–thus what is regarded as being important and less important for the organism during the change–are strictly undertaken in accordance with the laws and requirements of the emotional level. For this reason, the emotional systems also control the human being’s cognitive level. Change processes are never easy and require a lot of energy upon the part of all participants. Thus, in NeuroChange, we utilize the insights from neurosciences in order to design this journey in a more “brain-appropriate” manner.
NeuroChange embeds existing social.cognitive neuroscience research about individual change on the one hand and on the other hand the findings and experience regarding internal organizational logic in all dimensions. It is about the instance of apprehending the true nature of an organization: The insight into an organization as a change from inside starts with insights.