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Mind Your Noodles Podcast – Episode 43
Building a Brain-Friendly Organization – Why The 95 Method is Different
Audio Portion (Taken from Training Videos)
#1 – Individual vs. The System
#2 – Analyticalvs. Synthetic Thinking
Philosophy vs. Method
#4 – Neuroscience
#5 – This is Not Industrial Revolution Management Most of Us Use
#6 – Universities Don’t Teach this Stuff
#7 – Crafted Experience
Summary of Seven Things that Make The 95 Method Different
Tripp: [00:00:06] Take care of the brains that take care of you with the Mind Your Noodles podcast, where we keep you up to date on the latest neuroscience research and practices to keep your brain healthy and strategies to help your organization be brain friendly.
Tripp: [00:00:27] Hi, I’m Tripp Babbitt, host of the Mind Your Noodles podcast, and for the last three to four weeks, I have been recording the education sessions that I’m going to make available to folks to purchase primarily so that they can learn how to build a brain friendly organization. And I use The 95 Method in that. So the individual videos that I’ve recorded so far, the first one is just kind of why this is a passion of mine and why I think it’s simple, so important that organizations. Have a method that they have a system to improve their organization and improving it, meaning mean how do we move from an unfriendly scenario for your brain to a brain friendly organization?
Tripp: [00:01:32] So in doing that, in episode 43, I’ve taken the audio of what I’m going to reference as the second video that I recorded and put it into this episode. Forty three and I’m going to call it building a brain friendly organization. Why The 95 Method is different. So I’m going to walk you through seven reasons. In the audio of this video and it will take you through and just kind of share with you the differences that I I see between what I’m building, what I’ve already put together and how you may benefit from it, which is actually I’ll get more into that in to the third video that I’m putting together. That will be the audio for next week and the forty fourth episode of Mind Your Noodles.
Tripp: [00:02:34] In this video, I’m going to talk about the differences between the ninety The 95 Method education systems or consulting types of arrangements that people buy into. And there are seven of them that I’ve come up with.
Tripp: [00:02:53] So the first one is the individual versus the system. So let’s go back to the name The 95 Method.What that means is that ninety five percent of your performance is attributable to the system that you work in and by system I mean everything. And that the other 5 percent is attributable to mostly people will attribute it to the individual. But it could be any of a number of factors. And what I’m focused in on is the big I believe the biggest gains come from the system and that the individual, although important and I believe that individuals should do things to improve themselves, is as important as building a system that people can interact with and improve because of the,
Tripp: [00:03:46] Second thing, which is analytical versus synthetic thinking. So it analytic type of thinking is kind of what we’re born with. If you as a child, you were given a toy and it could come apart, you would you would take the pieces apart and you’d look at it and do those types of things. But synthetic thinking is not natural. And it basically means that the organization that you work in is greater than the sum of the parts.
Tripp: [00:04:16] So going out and optimizing sales or optimizing optimizing operations can actually do damage within an organization because then they’re at odds with each other in the competition and fight over resources and things of that sort. And it’s synthetic is what’s good for the whole. How do we do things really for the greater good of the organization? And so we when we look at the system in the synthetic thinking, the synthesis, this interaction of the parts and trying to get optimize it through the whole we can see this play out in our purpose and we see this in missions symmetric. I see this another a number of organizations where they’re good, they’re going to say we’re going to be the greatest manufacturer of encyclopedias or phone booths or highway maps, all things that don’t exist anymore. And they then go out and they try to optimize the individual pieces. The problem there is that you can’t really build an aim or a purpose or a mission without understanding what broader system that you’re a part of. And that broader system has to be be done before you start to write a purpose or an aim or a mission. So because you have to understand doing what you’re a part of or you’re going to wind up like encyclopedias and highway maps and things of that of that sort.
Tripp: [00:05:58] So just doing something better or being the best that making it doesn’t. Guarantee you longevity, and you’ve seen that over and over again, we see all types of industries being disrupted.
Tripp: [00:06:10] The third thing is philosophy versus method. Now, I’m a big fan of the work of W. Edwards. Deming Dr. Deming. Basically gave us a philosophy called that system a profound knowledge. Now there are other philosophies out there associated with management philosophies. Don’t give us things to do. How how do I go about. What are the steps associated with it? And I’m gonna be the first to say and I’d be remiss in not saying this, especially as a Demming advocate, is that there is no perfect model. This is a George Box saying someone that Dr. Deming worked with and there is no perfect model. Some are useful. I think this is a useful way and I think it can be improved over time in coming up with this method. So philosophy a little too fluffy for me, a method. I like to have something that I can do that can help me move from one step to the next.
Tripp: [00:07:15] The fourth thing is kind of the subject really of my Mind Your Noodles podcast, which is neuroscience.
Tripp: [00:07:22] And when I started reading about neuroscience several years ago, but probably more so in the last year and a half as new research came out that our brains, you know, they like to explore and discover and that there are our brain patterns are like their Grand Canyon. Americ That the story that I tell is of working with a bank and I’m trying to change their thinking. But it’s it’s very difficult. And matter of fact, I can’t do it and neither can you. And the issue is, is that the only way change comes about is individually. I can’t change your mind about the things I’m saying. You may not agree that ninety five percent of performance comes from the system and not the individual, and that’s fine. But in order for this philosophy or this theory to play out that I’ve got to get you to at least say that it’s greater than 50 percent. And that’s the reason I take people through a system assessment so that they can kind of begin to see how there’s systems put together and determine whether it’s maybe not ninety five percent, but over 50 percent. Otherwise, this isn’t going to make a lot of sense for you. But the important thing I learned from neurosciences, people have to change themselves.And you have to tap into there the the things inherent in our brain about exploring and discovering things. And then when they discover it, which is again, why do the system assessment is that you can discover the performance yourself?
Tripp: [00:09:05] The fifth thing has to do with this is not industrial revolution type of management. Now, I often say that the management styles that we have today are the same as the early nineteen hundreds. So let’s take you back a little bit. When there were craft organizations that where the person came in and they basically said hey, I want a sword where the blacksmith gets a sword and or it starts to make put it put steel over fire and and then sharpens it and does all those things until it’s right for the person that’s there. Well, the industrial revolution brought about individual parts and this goes back to the analytical thinking that we have and those individual parts being optimize. And the person that made this famous was Frederick Taylor in what he called scientific management. And scientific management was a huge breakthrough. And it’s time for his day. Fredrick Taylor was a rock star, but we’ve moved beyond that or really we haven’t moved beyond that.
Tripp: [00:10:19] We’ve stayed in that with all of our advances in technology. And things are management thinking is really based in this Frederick Taylor type of thinking. Now, one of my favorite books of all time is Other than Dr. Demings Books, but is a book called Demings Profound Changes. I can see I’ve read this book a few times, but he outlines kind of the flaws of Frederick Taylors, what he called scientific management. And they are that the belief in management control as the essential precondition for increasing productivity. Belief in the possibility of optimal processes. A narrow view of process improvement. Low level sub optimizations that have holistic total system improvement. Recognition of only one cause of defects people separation of planning and doing. Failure to recognize systems and communities in the organization and the. Eight thing that he had was view of workers as endure interchangeable bionic machines. And so this we’re talking about a huge leap. It’s the leap from Newtonian types of physics to quantum physics. The management age of yesteryear is in this analytical type of thinking. And so part of the difference is going to be developing the synthetic thinking and getting you out of this mindset that Frederick Taylor taught. And that still is. And then some people call it Neo Taylor ism. It’s just a continuation of something that is kind of old. So and that does mean old is bad. But in this case, it is because your thinking has advanced since then.
Tripp: [00:12:12] The sixth thing is that universities don’t teach us stuff. They teach in pieces. And they I went through an MBA program and I learned all about the financials.
Tripp: [00:12:23] You know, the balance sheets, the income statements, how to read them and and how to assess a company and do those types of things. And and that’s all fine. But they’re not teaching synthetic type of thinking. Very few universities. Probably a handful of universities are are teaching synthetic thinking. And Lord, don’t put psychology into business or, you know, cross-functional types of types of thinking. So that’s the sixth thing is universities aren’t teaching. This is why put this these whole videos together and taught it in university, tried to convince them. And again, we can’t convince people they have to learn it on their own.
Tripp: [00:13:08] So the seventh thing is everything I do is through experience. I’d like to craft an experience. And the reason I’ve set up the first step of system assessment is crafting your own experience of what your organization’s about, about. And by virtue doing that, you’re working on your own organization. It’s not a case study. It’s not a bunch of theory that you’re going to learn in class. It’s actually going out and doing something to learn this within your organization.
Tripp: [00:13:39] So those are the seven things individual versus the system and analytical versus synthetic thinking, the philosophy versus method neuroscience, which I think is can be a huge differentiator. The fifth is not the industrial revolution management that that continues to be taught in not only universities, but by consultants. The world over the sixties. This isn’t being taught in universities and the seven is crafting the experience that you can apply to your organization.
Tripp: [00:14:17] Thank you for listening to the Mind Your Noodles podcast. To participate in this podcast, you can download currently to PDAF. One is at Mind Your Noodles dot com forward slash overview.
Tripp: [00:14:32] This is a overview document of how you can begin to build a brain friendly organization. And also there is a document at Mind Your Noodles dot com forward slash system assessment and this document is the first step discussed in the overview document that will take you through how to build a brain friendly organization by looking at your organization customer in.