The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders

Abstract

Change leadership is challenging as leaders don't know enough about drivers of employee's behaviour. Organisational cognitive neuroscience offers an opportunity in understanding employee's behaviour and reactions in the workplace (Cameron & Green, 2015). This study aims to verify whether neuroscience propositions, particularly Rock's (2008, 2009) SCARF principle, indeed prevent organisational dysfunction associated with change. Insights are gained into the neuroscience of employee behaviour in the context of change management. This study also offers change leadership guidance to ensure optimal productivity and the prevention of organisational dysfunction by exploring organisational health. Exploratory qualitative research using in-depth interviews of 20 Executives from large organisations with recent change experience was utilised. The insights from these interviews formed the basis of the data that was analysed through content and thematic analysis to reveal the research findings of this study. Three major findings are presented. First, there is evidence for neuroscience propositions amongst change leaders. Secondly, it was found that SCARF was not sufficient and that MIC-SCARF which is Meaning making, Inclusion, Communication, Significance, Certainty, Autonomy, Relatedness and Fairness offers additional guidance to change leadership by embedding such neuroscience propositions as a culture within the organisation. Thirdly, embedding a culture of neuroscience assists change leaders to prevent organisational dysfunction and create organisational health. The concept of sustainable organisational health is what practitioners should be working towards. The findings are integrated into a neuroscience framework for change leaders to obtain sustainable organisational health.