Racism Learnings – Neuroscience to Build Better Organizations

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

This is the 61st episode of the Mind Your Noodles podcast. The subject of racial inequality is dominating the news cycle. This episode looks at what we can learn and apply to alleviate our neuroscience tendencies. Sign-up for The 95 Method executive education program – free previews at Mind Your Noodles.com/free.


Here are some resources mentioned in this episode:


[00:00:06] Mind Your Noodles Podcast – Episode 61
[00:00:27] Neuroscience of Racism and What to Do In Your Organization – Episode 61
[00:01:23] The Origin of In-Groups and Out-Groups
[00:03:38] The Neuroscience
[00:04:08] Stress for Both Groups
[00:07:21] What Can Help in Your Organization


Tripp Babbitt: [00:00:06] Take care of the brains that take care of you with a Mind Your Noodles podcast keep you up to date on the latest neuroscience research and practices to keep your brain healthy and strategies to help your organization brain friendly.

Tripp Babbitt: [00:00:27] Hi, I’m Tripp Babbitt, host of the Mind Your Noodles podcast. And then the 60 first episode of the podcast, we’re going to be talking about a very popular subject today and I’m sorry, popular, but maybe infamous is the everything going on with the marches. And I want to talk about neuroscience and racism, but I ultimately want to use some of the knowledge that we’ve gained in neuroscience to be able to help our organizations. And so that’s really what what I’m going to be driving towards is something that you can utilize within your organization.

Tripp Babbitt: [00:01:10] But what’s just kind of take a look and take a step back at I’m not going to go over all the things going on with protesters and looters and rioters and all of those types of things.

Tripp Babbitt: [00:01:23] But I do want to start and maybe take us back to the days when we had groups of people running around together, you know, and living in caves. And there were in groups and there were people that were outgroups. So if there’s somebody different from a different tribe, came in to our quote unquote territory, then naturally there would be when the wanting to protect your DNA.

Tripp Babbitt: [00:01:53] So you would be very cautious.At a minimum and maybe even aggressive to keep people away from your ingroup. And so this has been passed down through DNA over the years that we have this this movement around these in groups and these outgroups. And so one thing that I’ve talked about before is that we all have bias. No one escapes it. Everybody has a bias of some sort. Some might be racial that some and not limited to just one.

Tripp Babbitt: [00:02:35] But it could be racial. It could be intellectual bias.It could be any of a number of things that happen that that you have these biases that that are in there.But for the most part, there learn or maybe even easily learn because of some of the DNA of this ingroup type of thinking.

Tripp Babbitt: [00:03:01] And so we have these in groups and out groups. And there is stress obviously associated with being. And one of the outgroups and what’s happening is that when we see somebody that’s not like us or that is a perceived threat, is instead of taking it then and now, maybe being more curious about it, a lot of times the response is going to be fearful or put you in a fear for our anxious mind.

Tripp Babbitt: [00:03:38] Mindstate. And so what that what they found, in essence, is when you’re in that state, it’s been created by your amygdala because, you know, it’s an immediate reaction.

Tripp Babbitt: [00:03:53] These these things happen in milliseconds, if you can imagine. It doesn’t have to be black, white either.

Tripp Babbitt: [00:03:58] It could be somebody with red hair or, you know, nowadays purple hair or pink hair or green hair or whatever color hair there might be.

Tripp Babbitt: [00:04:08] But your mind or your your site sees it. And you’ve already started a whole series of actions within your brain almost to me. I mean, Milich. Like I said, milliseconds, it’s happening and it’s kind of that fight or flight type of thing. What am I going to do? Am I going to grab the kids and run out of the grocery store or am I going to ignore it or or am I going to confront it? These are all things that naturally go through mind. And this is true for. For pretty much everybody. You know, you see something that’s different than you’re going to react to it. Your brain’s already going to react to it. Now, what is different is we now have developed prefrontal cortex, which is. But it doesn’t react in milliseconds. So now we have to kind of think through, you know, what are we seen and and put some logic to it. And this is the part that some people don’t connect that back to their prefrontal frontal cortex or don’t process it in the same ways as other people were all different. Right. So some of some people get in that Migdal estate. And in essence, are fearful and anxious and therefore they may react in a negative way. This, like I said, is true for everybody with regards to their implicit bias. I mean, you may not have a racial bias to you. But when we see things that are different, re react, there’s a reaction how fast your prefrontal cortex takes over and says, you know, there’s there’s nothing here to worry about. So that is one of the things that I wanted to communicate through. This is kind of how what’s happening within your brain when we see things that are different and that we all have this implicit bias associated with it. Now. Wisco, back to this ingroup and our group. I mean, if you’re in the ingroup, then you would think, oh well, they’re constantly OK because this outgroup is the one that’s that’s getting all the stress and the cortisol. But that that’s not true because they’re stressed.

Tripp Babbitt: [00:06:36] The ingroup is stressed. Also, they’re feeling the anxiousness or or fearfulness from seeing something that’s different and that they’re having this negative reaction. So it creates cortisol in them, too.

Tripp Babbitt: [00:06:53] So this whole thing between in groups and out groups, even though it should be outdated because we don’t live in caves anymore and are protecting our clans, we’re more a mole tie, racial multinational. We there’s a lot of different things that are going on that you wouldn’t think that this would be there. But it is it’s it’s it’s part of who we are and how our brains work.

Tripp Babbitt: [00:07:21] Now, there’s a couple things that I see coming out of this that might be useful to your organization.

Tripp Babbitt: [00:07:29] And one of those things is this whole idea of competition versus cooperation. And this idea of ingroup versus out group within your organization. So it’s let’s take the concept of competition and cooperation.

Tripp Babbitt: [00:07:48] Well, if you have a very competitive firm where everybody is competing for against each other and very little cooperation, then we’re going to find it to be biased bents. People, though, don’t think like we do. Maybe don’t look like we do. And therefore, you know, in order to rise up the hierarchy, we got to step on somebody else.

Tripp Babbitt: [00:08:14] And so we have to be careful with this whole concept of competition within an organization versus promoting cooperation. The other thing is that, you know, the concept of ingroup versus outgroup.

Tripp Babbitt: [00:08:31] You know, if you if you could imagine and we’ve all been there, you know, you’re new to an organization. You don’t know the people. You know a thing. And inevitably, you know, somebody will will reach out to you and embrace you and help bring you on and teach you things. And obviously, the whole concept of competition versus cooperation may play a role, too, if you’re a threat. Right.

Tripp Babbitt: [00:08:55] We’ve talked about bias and and the stress stress that, oh, this person’s here to take my job or they’re going to get somebody new I’ve got to compete against in order to become a supervisor or a manager. So it’s it’s a matter of how the organization has been put together. And this this gets to a lot of the things that, you know, will be in the executive education program as I complete it.

Tripp Babbitt: [00:09:23] Is this this constant should cept of having a shared purpose that and as I said, there are what I considered before, things that need need to be part of our shared aim or purpose or or everything to kind of keep everybody together in an in group and be more cooperative.

Tripp Babbitt: [00:09:43] And those are, you know, that pure purpose has some to do to customer. We got to have some particular focus, some true north, if you will, in order to not get a lot of infighting to peace between departments or people, because the customer then, if it’s the focus, becomes kind of the touchstone for the organization to be able to keep keep their focus on. The second thing is doing something for greater good. And we talked about this a little bit last week. We’re talking about if you do meaningful work, people are willing to be paid less, say that they want to be part of something greater than themselves, something that will help society, that will help, you know, the world in general.

Tripp Babbitt: [00:10:36] The third thing is innovation and being able to use and tap into that creativity. And when you get into innovation and my interview with Maggie Nichols that I had about innovation is this concept of diversity comes in. How do we get really good new ideas? It’s because we can tap into diversity of of thinking and of people with different backgrounds and leveraging that to come up with new products and services. And then the last thing is and it’s really the last thing, because it really surrounds all the things that we’re talking about as social, the importance of social and putting things together. And I’m really concerned, you know, with this covered virus that we have going on with all the other things that are going on about how we seem to be disconnecting the social fabric of things.

Tripp Babbitt: [00:11:38] Because now, you know, for instance, I remember my daughter years ago when she first got her mobile phone texting, you know, sitting next to her friend.

Tripp Babbitt: [00:11:51] They’re texting each other as opposed to talking to each other. But it just seems that we’re becoming more disconnected from the social aspect and the coronaviruses just exasperate exist or abated that by virtue of us being disconnected, we’re not. Cohesive units anymore. And now you know, what I’m hearing is zus people are gonna stay that way. They’re going to work at home. And so where’s the connectedness that needs to be there? The social fabric of an organization is is a hugely important thing. So we’re gonna say she’s got to think in terms of how they keep that social fabric going and maybe evolve some of these other things about greater good innovation. Customer. But when you know somebody and this is a big part of this in group out group is, you know, kind of understanding their perspective in order to gain knowledge. And because you may never have experienced the types of things that they experience, that’s true for anybody. And we all have our hills to climb and are mountains to climb and and things of that sort. So it’s really important that there’s something that gets set up and these work at home environments where people can connect socially. And I did a podcast episode on that a few weeks back to I’ll put a link to it out there. So I have a couple of links that I will put out about. There’s a Sky Psychology Today article talks about the amygdala.

Tripp Babbitt: [00:13:30] There was a gentleman, a doctor that talked about this implicit bias of in groups and out groups. I’ll put a link to that particular piece. And you know, the rest of it. You can go back to different episodes that I’ve done in the past on developing a shared aim or shared purpose within the organization, how important that is.

Tripp Babbitt: [00:13:54] And it’s that it’s something that people can buy into. We’ve got a strong narrative behind it that people know the story, if you will.

Tripp Babbitt: [00:14:04] And that happens a lot with Park Howell also. So that was it for this week.

Tripp Babbitt: [00:14:12] You know, use some of these things that are happening around the world, kind of say, OK, what could we do better? And that’s in essence where it came up with the episode. How can we use this and become better, at least in our organization, since that’s my primary focus? The broader society things I think would take care of itself if organizations were run a particular way or in a learning type of fashion. I think that’s really my message of the whole 95 method portion, the executive education. I don’t have a prescription per say. What I have are methods that will help you learn that maybe you don’t have within your organization and grasping those methods and applying help you learn not only more quickly, but maybe give you that different perspective that you need to have in order to take your organization to the next level. That’s it for this week.

Tripp Babbitt: [00:15:19] If you are an existing executive looking for new ideas or a refresh, a new executive trying to understand a new organization or an aspiring executive looking for a leg up on other people, that you’re competing for an executive position, the ninety five method provides executive education apply. By studying your own organization, we’ll give you the necessary skills not taught at universities in synthetic thinking, neuroscience, executive data analytics, decision making innovation and a customer in organizational structure. You can get. A preview of the training right now at Mind Your Noodles stock. Tom Ford slash free or at the 95 method dot com forward slash free. This was a limited time offer. Before we start to offer the executive education for a an investment that is undetermined at this point.

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