Building a Brain-Friendly Organization with The 95 Method – The Payoff

Neuroscience experts, practitioners, research and methods for making brain-friendly organizations and healthy individuals. Listen to Mind Your Noodles!

This is the 44th episode of the Mind Your Noodles podcast. In this episode, Tripp explains the payoffs you get from using The 95 Method. Sign-up for The 95 Method education and training program at Mind Your Noodles.com/training.

Show Notes

[00:00:06]
Mind Your Noodles – Episode 44

[00:00:47]
The 95 Method Education and Training Modules Update

[00:05:13]
A New Age – Synthetic Thinking

[00:06:56]
Craft Experiences – System Assessment, Aim Construction and System Progression

[00:07:49]
System Assessment Payoff

[00:10:52]
Aim Construction Payoff

[00:13:17]
System Progression Payoff

 

Transcript

Tripp: [00:00:06] Take care of the brains that take care of you with the Mind Your Noodles podcast. 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. This is the forty fourth episode of the Mind Your Noodles podcast. And this week I am going to bring the audio over from the third module of my training.

 

Tripp: [00:00:47] It’s the introductory portion of the training that I’m building. And here I’m going to talk about what the payoff is for using the ninety five methods. So it’s basically how are you, Billy, if we’re building a brain friendly organization, The 95 Method is the tool or the method that we will use in order to build that brain friendly organization to energize your employees and customers. So in this audio that I’m going to play from the training, I’m talking about that pay off. And I also lead in talking about the two previous videos, the first video being one where I kind of tell you my story. Why? It’s I have a lot of passion around trying to figure out ways to change executive thinking. And then the second is about what makes the ninety The 95 Method it may seem a little out of place. The fact that I’m talking about the video at the beginning, but because I’m playing, I’m just bringing over the audio from the training for flow. It will make more sense to you to be able to listen to it. So here it is, the third module of the introductory section talking about what the payoff is for using the ninety five method The 95 Method friendly organization.

 

Tripp: [00:02:24] In the first video I talked quite a bit about the passion that I have for teaching executives and executive teams and finding a better way to think and how we go about changing their thinking because I can’t change their thinking for them. What I can do is put them in scenarios where they can see things differently. But for me to communicate or argue with someone or try to out logic someone, it just doesn’t work that way. People change their own thinking and it’s become a passion of mine to find ways to help executives change their thinking about things.So that’s the first video.

 

Tripp: [00:03:13] The second video I got into what the differences are between the 90, what I call The 95 Method that ninety five percent of the performance in organization is attributable to the system that you work in. And 5 percent are other things that we’re looking at the whole.And so that’s one of the differences.

 

Tripp: [00:03:35] So we’ll talk about that. So let’s just do a little bit of a review and I’m going to take you back to the Craft age, where the person doing the work was also the CEO and the accountant and customize the product. And so there was a lot of great feedback loops there. And a lot of that has been lost through the industrial age where we started to break things down into pieces so that we can’t see the whole of an organization or the organization have grown so large. We talked in terms of, you know, once an organization hits a hundred and fifty people and that’s where we had to have rules and control and things of that sort. So organizations think. But during that industrial age, a guy by the name of Frederick Taylor help facilitate a lot of this thinking about breaking down the path, everything down into pieces and so that we can manufacture more and have greater productivity. And this thinking lasted well into the sixth 1960s. And. But then things started to change. We entered a new industrial age. And because the US especially didn’t adapt to this this age, they got beat by the Japanese, at least in a number of manufacturing industries during the 1970s. And so we saw a lot of bankruptcies and we saw things going on like that. But regardless, a lot of what Frederick Taylor Behl was based on, the analytical thinking, this is breaking things out into pieces and trying to get more out of the pieces.

 

Tripp: [00:05:13] And this new industrial age that I’m talking about, her new age of management thinking has to do with more of a synthetic type of thought process, meaning the system that we’re looking at, a system meaning that the organization is greater than the sum of its parts and that the interaction of the parts are what gives you exponential productivity and things of that sort. So the problem that we have today is we’re still kind of stuck in this Frederick Taylor, what people call Taylorism or even today it’s called Neo Taylorism, moving from this type of thinking from the early nineteen hundreds with over technology or management is still thinking like we did in the 90s in the early nineteen hundreds to this new age of thinking. And part of that that goes with this. That is part of one of the differences is neuroscience. And even the brain is is completely interconnected. But with some of the things that we’ve learned from neuroscience is you know, we are meant to explore or we are meant to be curious. We are beings that have certain things ingrained into us, like the Grand Canyon. And it’s sometimes hard to very hard for us to change our thinking. So how did we approach it? And and so neuroscience shed some light on some things that can help us understand why we think the way that we do. And so part of what I talk about also as a difference is that in order to do this, I have to craft or you would need to craft an experience for yourself to change your thinking.

 

Tripp: [00:06:56] And that’s really what The 95 Method about is crafting an experience so that you can see your organization from a different perspective. And we start in doing that customer in. And so the ninety The 95 Method way to approach building a brain friendly organization starts with a system assessment. And then the second piece is constructing an aim or the purpose and a narrative and communicating that. To the people of the organization within the organization and people from without the organization like customers, and then the third thing is the system progression. How do we continue to allow this organization to grow and thrive and engaging people’s brains during the course of that process?

 

Tripp: [00:07:49] So let’s just kind of take the pay off for each one of these three things and walk through them. So for during the course of the first step, which is the system assessment, you are going to get alignment based on evidence data and a customer-in view. And you do this by actually listening to the customer.And I’m like I walk through all the things that system assessment because that’s their future training modules.

 

Tripp: [00:08:22] A second payoff that you get is critical thinking for very deep understanding.So when we talk in terms of a system in the interconnection of the parts, we talk in terms of the theory at work, we talk about how we think about rewards.We talk about how we think. Think about how we hire people.We talk about a whole series of things that you may not normally look at in an organization, but can exponentially influence how your organization performs and take an inventory of what those theories are that you are using in your organization and identifying them, not to judge them, but just to purely identify what they are. And what if we did those things differently becomes a different question that you should begin to ask yourself. The another thing that we have is a shared touchstone. It is one of the payoffs that you get. In other words, by virtue of people or a group of executives going through and taking a customer in view, doing some internal case studies and understand what the theory is at work, this is going to lead to a lot of conversation about what’s going on in the organization and how even things ended up the way that they are. But by identifying them, we can do something with them. In other words, look at other theories that potentially might work better within an organization. So that chair touchstone comes up something. And another benefit you get from that is instead of opinions and anecdotal things that you hear all the time in executive meetings, you’re going to be able to base it off of remember when we went to, you know, and looked at this? So we got some data. We got some evidence. Now we’re talking something similar. And that touchstone of being able to go back to this experiences is very critical and maturing an executive team.

 

Tripp: [00:10:33] Another thing that you’ll get a payoff of the to get is you’re going to get a list of barriers to clear for your front line employees. When you look at things customer end, you’re going to say, well, why? Why couldn’t that person do that? And then you’re gonna say, well, why don’t we make maybe talk about making some changes to that to that particular system.

 

Tripp: [00:10:52] So let’s look at the second area, which is AIM construction. And I don’t think that organizations can develop a very good aim or purpose or mission, vision or whatever, however you wanna word it, without a great understanding of their own organization, knowing what they look like. Customer and understanding how the system delivers end to end and how the theories at work are operating within the organization and taking inventory of them and to get a great understanding of those things and an understanding of systems. It’s hard to write in aim because you’re typically going to write something to make better buggy whips as opposed to understanding that we’re in the transportation industry. So that’s a different level of thinking and going through and reconstructing the aim based off of what you learn about the customer, the importance of innovation, doing something for the greater good, and then these things that come out of neuroscience like social and how what are we going to be doing about social within our organization with customers? These are things that are magnets for organizations to be able to not only keep people, but engage people and engage customers.

 

Tripp: [00:12:15] We also look at developing a narrative is another payoff that you get from the aid construction, which is a narrative that gets customers, invigorates customers. And employees well within an organization about what it is they are trying to achieve, and because you’ve got such good knowledge about how your system performs, you can start to develop kind of a vision for an organization. And then we also need a medium to commit to communicate. And I actually believe I do podcasts, but I one of the things I’m a huge advocate of right now is developing an internal podcast only released the people in the organization to share things on a weekly basis about what’s going on within the organization and how we’re in the process of it of achieving their aim. So those are a couple of of things that are associated with the aim construction.

 

Tripp: [00:13:17] The third thing is the system progression. So where do we go from here? Part of the inventory that we take during this system assessment are what? What methods do we have in place that I think are huge leverage points for an organization. And those four things are a method for decision making, a method for innovation, a method for taking data to knowledge, and then a method for building a different organizational structure from the understanding you get from systems instead of breaking the pieces out like Frederick Taylors and another design that would be more customer friendly for organizations to build.

 

Tripp: [00:14:07] So. When we look at decision making, we’re talking about.Not been so engaged that we’re going to make a decision and boy, that’s it. No, I made that decision and now we’re gonna go with that. Do we? Are we still have the flexibility to pivot on it, to scrap it if it if it’s not working out? How will we know whether it’s happening? We also know that when we develop ideas, that confirmation bias plays a huge role. You know, I talked about the grand canyons in our brain about how we think. And we have a tendency to go down the same thinking patterns. And we also then look for evidence that supports what our thinking as opposed to looking for evidence that counters our thinking. And then the third a third thing and there are more but is overconfidence that we have to address. Address that. And these are things that you learn as during the course of doing this system, a separate system assessment and in construction and then going through with the methods. So the second thing is the end to end innovation system.

 

Tripp: [00:15:23] Do you have a system from taking an idea and is it proactive or are you just kind of waiting for lightning strike and somebody is going to magically come up with an idea? And I’m an advocate of where I see organizations that are proactive in their innovation efforts and that they have a system in place and in where a method in place and and from idea to bringing it to market and being able to pivot on that idea, going back to some of the things talked about in a method for decision making. Then the third thing is taking data to knowledge.So if we’re going to understand systems, this is going to lead us to whole new approaches and tools to look at data.

 

Tripp: [00:16:10] And once you understand the system and the interaction, the parts, the data that you may be using may not fit the purpose of what you’re trying to achieve within your organization.And so a whole new set of tools and approaches to data will unfold as you go through the building off of the method.

 

Tripp: [00:16:35] So the fourth thing is organizational structure. You know, we’ve talked about that. The fact that we all have this Taylor istick broken into pieces type of structure and that may be a different structure that is designed more for the modern age. Who fits what you’re seeing in the inter in the activity of your customers and with your innovation and things of that sort. So those are the payoffs for each one of the three sections that make up The 95 Method, the system assessment piece. The aim construction all gain from knowledge, from the assessment to going to system progression. How do we continue to update what we’re doing in an organization.

 

Tripp: [00:17:30] Hi, this is Tripp Babbitt.

 

Tripp: [00:17:33] I’d like to inform you that I will be releasing some of the videos of how to use The 95 Method in order to achieve a brain friendly organization within the next month and a half. There’ll be some free videos to give you a sense of what the training is about, and then also a little of the background behind the training itself. So if you’re interested and be notified of any updates as far as the training availability, then the pricing that I’ll be releasing next month and a half or so, then sign up at Mind Your Noodles dot com forward slash training.

 

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