Building a collaborative culture within an organisation is not just about creating a cooperative environment. It involves understanding the cognitive processes that drive human behaviour, harnessing the ever-evolving scientific insights about the human brain, and applying these insights to foster a more inclusive, creative, and productive workplace.
Our journey begins with the understanding that our brains, the epicentre of our thoughts, emotions, and behaviours, are inherently social. Argues that our need to connect with others is as fundamental as our need for food and water. He suggests that our brains are wired to be social, which means we are naturally inclined to collaborate and connect with others. Applying this insight to organisational settings, it becomes apparent that cultivating a collaborative culture aligns with our natural predispositions.
Yet, the question arises – why do some organisations struggle with fostering a collaborative culture? The answer lies in the intricacy of our cognitive processes. Rock and explain that our brains are wired to minimise threat and maximise reward, a principle known as the SCARF model. The model suggests that our social interactions can either be perceived as a threat or a reward, impacting our ability to collaborate. Thus, it is vital for organisations to create an environment where employees perceive collaboration as a rewarding experience rather than a threatening one.
Understanding the brain’s response to threats and rewards leads us to the concept of psychological safety. Defines psychological safety as a shared belief that the team is safe for interpersonal risk taking. When employees feel psychologically safe, they are more likely to share ideas, learn, and innovate, all of which are essential components of a collaborative culture. Therefore, creating a psychologically safe environment is a crucial step towards building a collaborative culture.
The journey towards a collaborative culture doesn’t end with psychological safety. It is also essential to understand the role of empathy in collaboration. States that empathy, the ability to understand and share the feelings of others, is a powerful tool for building social connections. In an organisational context, fostering empathy among employees can lead to stronger team cohesion and improved collaborative outcomes.
So, having traversed from the social nature of our brains, through the threat-reward response, psychological safety, and the role of empathy, we arrive at our main point. Building a collaborative culture with neuroscience involves understanding and leveraging the complex processes that drive our behaviour.
This journey’s end is only the beginning for organisations. As we continue to uncover the mysteries of the human brain, there will be more opportunities to utilise these insights to create collaborative cultures that are not only productive but also foster a sense of belonging and purpose among employees.
In conclusion, the key to building a collaborative culture lies in our understanding of neuroscience. By understanding the social nature of our brains, the threat-reward response, the importance of psychological safety, and the role of empathy, we can create an environment that not only encourages collaboration but also aligns with our natural predispositions.
References:
Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly, 44(2), 350-383.
Lieberman, M. D. (2013). Social: Why our brains are wired to connect. Oxford University Press.
Rock, D., & Schwartz, J. (2006). The Neuroscience of Leadership. Strategy+Business, Issue 43.
Zaki, J. (2014). Empathy: A motivated account. Psychological Bulletin, 140(6), 1608-1647.
