Managing in Anxious Times: Thoughts about Neurobiology and Evolutionary Biology

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Managing in Anxious TimesThoughts about
Neurobiology and Evolutionary Biology

• Katherine Kott
• Stanford University
• Living the Future 5
• April 15-17, 2004

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Uncertain Times

• Definition of library as we know it
• Scholarly communication process
• Higher education as a commodity
• Budget cuts, slow economy
• Globalization
• Defining leadership
• Fear of terrorism

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Relentless Pressure to Change

• Pressures have been accelerating
• Old models are inadequate
• Adapt, transform or become extinct?
• Generates terrific anxiety

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Whats a Manager to Do?

• Certain organizational issues seemed intractable
  regardless of management technique applied
• Sought an underlying theory or set of principles
• Some things I have learned have changed the way I
  manage day to day

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Establishing Principles

• Study accessible scientific information about
  individual human functioning
• Gain objectivity about human behavior in groups
  by studying accessible scientific information
  about the interdependence of a variety of
  organisms
• Focus on what is within my locus of control to
  influence

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Developments in Neurobiology

• Technical advances in brain research (fMRI)
• Studies of fear, stress, social factors,
  accessible to layperson
• Recognizing the interplay of emotion and thought

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Thinking Under Stress
High Road
Sensory Cortex
Slow but accurate
Sensory Thalamus
Amygdala
Quick and dirty
Low Road
Stimulus
Response
From LeDoux, J. Synaptic Self p. 123
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Systems Thinking

• In the biological sense, not the cybernetic or
  process sense
• Learning about the influences people have on each
  other
• Dominance hierarchy (Whitehall series)
• The price of social upheaval
• Movement of emotional information through the
  organization

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Influence on Management Theory (Nicholson)

• Provides a new way to think about human nature
• Provides a framework for understanding human
  behavior in organizations
• Explains familiar (intractable?) patterns
• Suggests less frequent application of techniques
  in favor of thoughtful observation and adjustment

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Specific Lessons Learned

• There are neurobiological facts at work as we
  manage change
• Work systems function as emotional systems as
  well as production systems
• Taking this information into account can lead to
  higher levels of effectiveness and satisfaction
  with the job of managing

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Some Ideas to Consider

• Regardless of organizational structure
• Regardless of organizational leadership
• To support staff in their work without taking on
  their problems

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Theoretical Principles

• Engage the forebrain
• Develop a research perspective
• Use groups appropriately
• Celebrate success
• Control what you can, let the rest go

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Engage the Forebrain

• Moving from reacting to thinking reduces stress
• Ask the question, What is my part in this?
• Engage in activities that use the thinking brain
• Planning
• Writing

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Develop a Research Perspective

• Learn about the organization
• Who talks to whom?
• Transmitters
• Thinkers
• Know your boss
• What gets her going?
• Guard against being a lightening rod

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Use Groups Appropriately

• Brainstorming, idea generation
• Exhibit leadership in decision-making
• Form new groups or change organizational
  structure judiciously
• Energy goes into establishing new dominance
  hierarchy when groups form

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Celebrate Success

• Mark accomplishments
• Use occasions to refer back to broader
  organizational goals
• Notice what has been done as well as what remains
  to be done

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Control What You Can

• Build on success
• Model healthy behavior that reduces stress and
  support staff in healthy habits
• Take a lunch break
• Take a walk
• Take vacations
• Get a life

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Avenues for Further Research

• Bibliography
• Other people applying these concepts to
  management
• Kathy Wiseman and Dan Papero http//asystemsview.n
  et/
• John Engels http//leadershipcoachinginc.com/

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Sample Issues

• There is a power struggle going on at the top of
  the organization
• Two key staff members in your area of the
  organization are in a pitched battle
• A top performer in your area refuses to
  participate in a group process
• What issues are you facing?

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Conclusion

• Thanks for your interest
• Contact information
• E-mail kkott_at_stanford.edu