Wired to Connect: The Neuroscience of High-Performing Teams
Speaker: Britt Andreatta
- Our need for food, water and shelter is to survive. These basic needs remind me of Maslow’s Theory of Hierarchy of needs. The physical needs are foundational. For example, it is difficult to hear your team member when you are exhausted. We see this in the workplace now more than ever because of the impact of the global COVID-19 pandemic. We must continue to come alongside our colleagues with the question. What do you need? Then seek out ways to swiftly and collaboratively address those stated needs.
- Our need to be accepted for who we are is to belong. In my lived experience, belonging occurs at the intersection of social identity and inclusion. To enable workplace cultures that have the greatest opportunity to encourag belonging, we must learn and practice concepts of Psychological Safety. Amy Edmondson of Harvard first introduced the construct of “team psychological safety” and defined it as “a shared belief held by members of a team that the team is safe for interpersonal risk taking.”
- Our need to learn and grow is to become our best selves. Brene Brown says, “Vulnerability is the birthplace of creativity, innovation and change.” The organizations that equip and hold their employees accountable for creating and maintaining cultures that allow individuals to become their best selves will set the standard for reaching business goals and engagement.
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