VUCA-World vs. cognitive psychology: What kind of brain does a new worker need?
VUCA (Volatility, Uncertainty, Complexity, Ambiguity) describes the world of leadership and work today. Our brain is actually not made for this. Uncertainty leads us to make heuristic decisions (i.e. based on rules of thumb). However, if past experiences are only of limited use in predicting future developments, this leads to wrong decisions. We remain stuck in traditional patterns of behavior, leadership and decision-making and experience changes as stressful and burdensome. What cognitive and neuropsychological insights can we use to understand - and change - human behavior and decision-making? How can I make well-founded and goal-oriented decisions under uncertainty? How do I deal with ambiguity and volatility? How can I change ways of acting and thinking in order to make myself and my organization sustainable How can I adapt my thoughts and actions to the new requirements? The lecture gives an overview of basic findings in cognitive psychology and applies them to the challenges of a VUCA-World. It becomes clear: Our brain is not made for the world we live and work in. Therefore, concrete "New Work Hacks" are presented, which we can use to deal with volatile, uncertain, complex and ambiguous in work and leadership situations. A central statement of the lecture: New Work starts with myself.
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VUCA-World vs. cognitive psychology: What kind of brain does a new worker need?
- 1. 1 WHAT KIND OF BRAIN DOES A NEW WORKER NEED? Prof. Dr. Johannes Moskaliuk, 22.10.2020, 16.00 VUCA-WORLD VS. COGNITIVE PSYCHOLOGY: tesa TALK
- 2. VUCA-World vs. cognitive psychology: What kind of brain does a new worker need. tesa Digital Talk 2 22. Oktober 2020 | Johannes Moskaliuk
- 3. This is your brain 3 limbic system brain stem cerebral cortex VUCA
- 4. How do we make decisions? 4 Option 1 Option 2
- 5. Decisions are based on experiences. 5 Option 1 Option 2
- 6. Decisions are based on experiences. 6 Option 1 Option 2
- 7. Are you ready for the futere? Disruption of technology and business models
- 8. Previous experience can lead to wrong decisions. 8 heuristic analytic Rules of thumb
- 9. This is your brain 9
- 11. Limbic brain 1111 limbic system brain stem Is it safe? Does it feel good? cerebral cortex
- 14. How does your brain represent "reality"? 14 propositional analog somatic
- 15. How does your brain represent "reality"? 15 analog
- 16. How does your brain represent "reality"? 16 propositional INHALTSSTOFF MENGE EINHEIT BROTEINHEITEN 4,6 KILOKALORIEN 309 KILOJOULE 1295 EIWEIS 11,26 G FETT 4,35 G KOHLENHYDRATE 54,74 G ALKOHOL 0,00 G WASSER 27,41 G BALLASTSTOFFE GESAMT 1,52 G CHOLESTERIN 19,00 MG MINERALSTOFFE 0,71 G Sushi (jap. 寿司 oder すし, seltener auch 壽 司, 鮨 oder 鮓) ist ein japanisches Gericht aus erkaltetem, gesäuertem Reis, ergänzt um Zutaten wie rohen oder geräucherten Fisch, rohe Meeresfrüchte, Nori (getrockneter und gerösteter Seetang), Gemüse, Tofuvarianten und Ei.
- 17. How does your brain represent "reality"? 17 somatisch PatrickJ.Lynch[CCBY2.5] bad goodor
- 18. Somatic markers drive our decisions. 18 propositional somatic The somatic brain is immune to arguments.
- 19. Thinking fast and slow 19 heuristic analytic
- 20. + You have 10 seconds to write down a number to answer the following question. How many percent of the people in germany are registered lawyers?
- 21. + Availability heuristic 0.0019 %percent of the people in germany are registered lawyers.
- 22. „as-if body loop“ 22 propositional analog somatisch
- 24. Iowa Gambling Task 24 You need the somantic brain to make good decisions. The somantic brain is faster than the propositional brain.
- 25. How to decide in a VUCA-world?
- 26. Three hacks for new work 26 Can you feel it? Define and visualize the true north. What are we talking about? Differentiate between ambiguity and uncertainty. Did we decide right? Set measurable goals to reach the next steps.
- 27. next target conditions current condition true north 1 Can you feel it?
- 28. 28 Can you feel it?
- 29. next target conditions current condition Conduct experiments to get to the next target conditions. true north 1 2 3 4 Set the next target condition. Can you feel it?
- 30. 30 clearly defined problem, but different ideas how to solve it Is the goal clear? ambiguity uncertainty Is the solution clear? Ill-defined problem, can not be solved with existing knowledge clearly defined problem, solution with routine tasks highlow low high Ill-defined problem, that may be solved with existing knowlege What are we talking about?
- 31. 31 Support your team! Is the goal clear? ambiguity uncertainty Is the soluation clear? Listen to the crowd! Stay out of it! highlow low high Work on the true north! What are we talking about?
- 32. 32 Did we decide right? next target conditions current condition 2 3 4 true north 1 1 Collect Information 2 Make a Decision 3 Do experiments
- 33. Define and visualize the true north. Differentiate between ambiguity and uncertainty Set measurable goals to reach the next steps. 33
- 34. Thanks for your attention. 34 post@moskaliuk.com moskaliuk.com twitter.com/moskaliuk PROF. DR. JOHANNES MOSKALIUK Questions? Comments?
- 35. 35 THANK YOU VERY MUCH Please rate the Digital Talk www.menti.com Code: 62 59 68 8