Leading Change and Neuroscience

The people side of change (understanding how people are impacted) is typically undervalued in many change efforts. Many leaders believe it is the process, technology, or technical issues that most need to be focused on rather than the need for ensuring that the organization and its people buy in to the change.

In neuroscience experts say that as we go through change the brain is using much more of its brain functioning than if it was doing a routine sort activity or event. It is often in over drive, exhausted, tired, and uncomfortable. They also say that people often feel like they are losing something during a change. David Rock, a well known neuroscientist, says that people often feel like they are losing of the following things:
Status - the degree with which one is compared to another regarding role, position, and/or money
Certainty - the ability to be understand what is going on and when
Autonomy - the ability to work independently
Relatedness - how connected you are to others
Fairness - the feeling that you are being treated equally as others

In order to lead an effective change effort it is often necessary to add back in one or more of the elements above in order to have employees emotionally buy-in and/or shift with the change. What is one of the components of the SCARF model above that you can support your employees on? How can you increase Status, Certainty, Autonomy, Relatedness, or Fairness for your employees?