| | JULY - 2023MANAGEHRMAGAZINE.COM8In MyOpinionI am a curious person. I think I always have been. I'm not curious about everything that perhaps I should be, especially when it comes to numbers and spreadsheets and median, mode, statistical variance, or standard deviation. What I am curious about is behaviour. Human behaviour at the individual and aggregate levels. And specifically, how leaders can take a more human approach to leading. If I could go back in time to my pre-university years, I would counsel myself to study organizational psychology as that is what I practice within the talent management space. I also often call myself a corporate cultural anthropologist: I study the cultures of organizations and how they evolved, and then use that when designing leadership programs. My curiosity is peaked when I come across a new field of study that relates to my work.A few years back I was asked to participate in a week-long learning program from the Dr. Aubrey Daniels Institute. In it, we learned about how to apply or remove both positive and negative consequences as a means of modifying behaviour. If you're familiar with the "ABC's" (antecedents, behaviour, consequences), then you're familiar with the work. I grasped right away the potential this practice has for correcting unproductive or negative behaviours and how to stop or redirect energy into more productive ones. We learned about positive or negative consequences that were either immediate or future, and were certain or uncertain (P/N, I/F, C/U; IYKYK). Most people are easily drawn into the power of negative consequences, and our brains are wired to see those first. More difficult to see and use are positive consequences, but they are more powerful when you add them up. Then just as I was getting a handle on the entire "consequences" thing, I stumbled across neuroscience research with the practices promoted by Dr. David Rock and the NeuroLeadership Institute (NLI). They blew my socks off! I learned about the three research areas: social motivation (the SCARF model), insight generation, and growth mindset.The NLI's body of research teaches how to have brain-friendly conversations that help keep people in a By Greg Holsworth, Manager Talent Development, Inter PipelineLEADERSHIP DEVELOPMENT: HARMONIZING NEUROSCIENCE, BEHAVIOURAL SCIENCE, AND INTELLECTUAL PROCESSING CAPACITY ­ A PRACTITIONER'S PERSPECTIVEpositive headspace, even when having a difficult conversation. It helps teach us how to generate ideas and where innovation can come from. And it fits so nicely with the research from Dr. Carol Dweck on the growth mindset and how we choose to look at learning and challenges. It all adds up to understanding how to cultivate a more engaged workplace. All things leaders need to be great at.Then enter the dark horse: Intellectual Processing Capacity (IPC). It seems very pre-deterministic. And maybe it is. Part of Requisite Organization philosophies comes with a series of research papers that speak how one's intellectual processing capacity (think of it as how one takes in and processes information, understands it, reasons with it, and makes plans and decisions) matures. Ron Capelle in his book "Optimizing Organization Design" I think speaks most comprehensively about this. So, what's pre-deterministic? The research that suggests one's IPC matures at a set rate and that you can predict based on an assessment of one's IPC, say at 25 years old, where they be at 30, at 40, and at 50, and from Greg Holsworth
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