14 Dec 2018

Neuroscience lessons in managing the organization's effectiveness

One Philosophy Space held an event dedicated to the influence of neuroscience, thinking processes and productive work of the brain and leadership in organizations. The workshop was based on the insights from the global Neuroleadership Summit, taking place in New York, yearly.

Nataliya Popovych

The impressions and latest trends from the key event in the field of neuro-management have been shared by:
Oksana Semenyuk, co-founder and CEO of Changers, an expert on leadership development and HR management;
Nataliya Popovych, president of One Philosophy Group of Companies, co-founder of Ukrainian Crisis Media Center;
and Nataliya Kadya, coach and organizational development consultant, partner of Danevych.Law, a lecturer at LVBS.

More than 30 talent management specialists from top Ukrainian companies joined the discussion on building training and development processes in organizations. 

Expert speakers have specified the best models for this and, basing on the SCARF model, presented how to help the brain move faster from perceiving the learning process as a threat to considering it a rewarding process:
1) Status: to know your own worth, do not panic with your inner voice saying "I need to keep my face whatever it takes."
2) Certainty: plan, anticipate the risks and analyze the consequences of the decisions you’re making ahead
3) Autonomy: keep an ear to the ground, try to control your area of responsibility.
4) Relatedness: feel safe in the world, establish friendly, not hostile relationships. Discussing abstract topics at work increases connection and decreases the feeling of danger.
5) Fairness: Fairly take feedback between people. The lack of clear rules and unachievable goal tense atmosphere in the team.

Speakers shared their vision on how to create the feedback-driven culture in the company. Since the more feedback is given - the faster the employee pursue his development. It’s considered that to build healthy professional relations, praise and criticism should be in correlation of 6 to 1. That is why 70% of the engagement level of the subordinate depends on the actions of his or her leader.


The participants of the event found out exactly how wielding the power in the organization and the promise of leaders influence the way of thinking, feelings, and behavior of the employees. After all, power is an asymmetric control over resources. In other words, someone makes a decision, and someone has to live with it. So how do companies create a culture of wise wise power management:

- Perspective taking: should be part of the profile of the position.

- Mental contrast: we need to learn to concentrate not only on the issues of "what" and "why", but also on how we achieve these goals.

- Coaching and mentoring: each company leader must have an external coach or mentor or even a few. If you can not learn from at a mentor or a coach, you should listen to the HR manager of the organization - as a person who holds the hand on the pulse of company moods. 

One of the most important rules:

"Leaders speak the last, at meetings, sessions, briefings. If you are the first to speak -  the rest of the time will be narrowed to the discussion of your thoughts, rather than generating new ideas or opportunities."

The training session ended in an inner circle of warm conversation with speakers and guests of the event, with the discussion of new insights, the exchange of ideas and experiences from the event.

We look forward to new inspirational meetings!