# data[].attributes.attachment_link.title
How neuro-social leadership helps to implement OKRs effectively_Sebastian Morgner_MLI

# data[].attributes.attachment_link.readable_text
about

​

Dr. med. Markus Deutschmann

Nach Medizinstudium, Forschung und Promotion über Genetic Neurosciences an der Universität München, dem University College London und der Stanford University, ist Markus Deutschmann Oberarzt und Neurowissenschaftler an der Universitätsklinik Zürich. Dort leitet er eine psychotherapeutische Station mit Fokus auf der Behandlung von Persönlichkeitsstörungen

und Persönlichkeitsentwicklung.

​

Als Gründer von ACCESS-Neuroscience ist es ihm ein Anliegen, neben seiner Haupttätigkeit als Arzt, die Erkenntnisse aus der Wissenschaft in verständliche und wirksame Konzepte für Persönlichkeitsentwicklung zu übersetzen. In diesem Rahmen hält Herr Deutschmann Seminare und Vorträge im universitären und industriellen Kontext.

Referenzen

"Die OHB SE mit Hauptsitz in Bremen ist ein familiengeführter, börsennotierter Raumfahrt- und Technologiekonzern mit europaweit knapp 3.000 Mitarbeiter:innen an 15 Standorten, viele davon im größten Tochterunternehmen OHB System AG. Wir konnten Herrn Dr. Deutschmann für einen Workshop zum Thema neurosoziale Führung im Rahmen unseres Senior Führungskräfteprogramms gewinnen. Herr Dr. Deutschmann hat uns dabei mit seiner inspirierenden, humorvollen und angenehmen Bühnenpräsenz auf eine fesselnde Reise durch die neurowissenschaftliche Logik von sozialer Dynamik und Führung mitgenommen. Seine erfrischende, empathische und stets anwendungsorientierte Vortragsweise hat unsere Teilnehmer:innen begeistert und wir freuen uns, unsere Zusammenarbeit mit Dr. Deutschmann fortzusetzen."

Ramona Stockinger, Director People & Organization Development, OHB System AG

"Wir legen sehr viel Wert auf unsere Führungskräfteentwicklung und die Kultur unserer Zusammenarbeit. Frische Impulse von außen helfen uns dabei, uns weiterzuentwickeln und neue Gedanken aufzugreifen. Markus Deutschmann hat mit seinem exzellenten Vortrag auf unserer Führungskräftetagung zum Thema Eigenverantwortung und Vertrauen genau dazu beigetragen: Seine Erklärungen wie menschliches Denken funktioniert und wie Menschen in der modernen Welt ihren Halt verlieren waren extrem anschaulich und nachvollziehbar. Vielen Dank für den wertvollen Input!"

Jörg Arnold, CEO Swiss Life Deutschland

"Dr. Deutschmann ist ein Ausnahmetalent. Niemand sonst schafft es, neurowissenschaftliche Erkenntnisse so packend und lebensnah zu vermitteln. Seine Vorträge und Seminare begeistern, weil seine Inhalte revolutionäre Perspektiven eröffnen und dennoch wissenschaftlich fest verankert sind. So finden sich Führungskräfte in seinen Beschreibungen wieder und erkennen unmittelbar neue Ansätze, um bestehende Herausforderungen besser zu bewältigen. Ein Muss für jeden, der seine Persönlichkeit weiterentwickeln will."

"Vor einigen Jahren besuchte ich ein Seminar von Herrn Dr. Deutschmann. Seine faszinierenden neurowissenschaftlichen und psychologischen Erkenntnisse haben mich nachhaltig beeindruckt, sodass ich Herrn Deutschmann jetzt beauftragte, einen Workshop in meiner Firma durchzuführen. Wie erwartet waren meine Mitarbeiter ebenso begeistert."​

"Durch seinen inspirierenden Workshop „Social Dynamics" hat Herr Dr. Deutschmann einen faszinierenden Einblick in die praktische Welt der Neurowissenschaften ermöglicht. Für unser gesamtes Team setzte das einen wertvollen Impuls, der als Anstoß zur persönlichen Weiterentwicklung diente. Wir waren begeistert und empfehlen ihn weiter!"

Dominic Blank, CEO POSpulse

"Herr Deutschmann hat uns in einem einzigartigen und innovativem Seminar gezeigt was mit moderner und mutiger Persönlichkeitsentwicklung geschaffen werden kann. Durch das Social Dynamics Seminar führte er mit einer angenehmen Mischung aus natürlicher Autorität, Humor und beeindruckendem Feingefühl. Unsere Teilnehmer waren in ihrem Feedback ausnahmslos positiv und sie konnten durch die vermittelten Konzepte nachhaltig an sich arbeiten. Wir freuen uns sehr auf weitere Veranstaltungen mit Herrn Deutschmann."

Universität München (LMU/TU)

Die Seminare von Dr. Deutschmann sind regelmäßig Bestandteil des Elite-Masterstudiengangs CDTM der LMU und TU München. Um dem akademischen Standard der Universität zu entsprechen, werden die Seminare unabhänig evaluiert:

96%

99%

Overall impression

of the course.

The lecturer left an excellent impression.

99%

Should we offer this

course again?

Durch den exponentiellen Fortschritt innovativer Technologien der letzten Jahre erleben wir eine beispiellose Entwicklung in den Neurosciences.

​

Die daraus resultierenden Erkenntnisse sind nicht nur akademisch faszinierend, sondern führen zu einem tieferen und umfassenderen Verständnis unserer individuellen und zwischenmenschlichen Psychologie.

​

Die Mission von ACCESS-Neuroscience ist es, diese bahnbrechenden Entdeckungen in verständliche und anwendbare Konzepte zu transformieren.

​

In unseren Seminaren, Workshops und Vorträgen zu "The Neuroscience of Social Dynamics" legen wir dabei einen Fokus auf soziale Dynamiken im Corporate Kontext.

Key note

In einer 15-90 minütigen Keynote wird ein informativer, unterhaltsamer und inspirierender Impuls gesetzt. Ideal für Ihre Tagung oder Abendveranstaltung.

Workshop

In einem ganztägigen Workshop werden die theoretischen und praktischen Kernaspekte sozialer Dynamiken vermittelt und trainiert.

expert LVL Seminar

Maßgeschneidert auf Ihre Anforderungen erstellen wir ein individuelles, voll- umfassendes Training zu sozialen Dynamiken für Ihre Führungskräfte.

Testamonials

"Informativ, kurzweilig, spannend, gut strukturiert, verständlich, praktisch umsetzbar."

schriftliches Teilnehmerfeedback

# data[].attributes.attachment_link.description
Dr. med. Markus Deutschmann Nach Medizinstudium, Forschung und Promotion über Genetic Neurosciences an der Universität München, dem University College London und der Stanford University, ist Markus Deutschmann Oberarzt und Neurowissenschaftler an der Universitätsklinik Zürich. Dort leitet er eine psychotherapeutische Station mit Fokus auf der Behandlung von Persönlichkeitsstörungen und Persönlichkeitsentwicklung.

# data[].attributes.attachment_link.title
Atomic Habits by James Clear (Book Summary) - The Definitive 4-Step Guide to Building Good Habits

# data[].attributes.attachment_link.readable_text
1-Sentence-Summary: Thinking Fast And Slow shows you how two systems in your brain are constantly fighting over control of your behavior and actions, and teaches you the many ways in which this leads to errors in memory, judgment and decisions, and what you can do about it. Favorite quote from the author:
Read in: 4 minutes

Say what you will, they don't hand out the Nobel prize for economics like it's a slice of pizza. Ergo, when Daniel Kahneman does something, it's worth paying attention to.

His 2011 book, Thinking Fast And Slow, deals with the two systems in our brain, whose fighting over who's in charge makes us prone to errors and false decisions.

It shows you where you can and can't trust your gut feeling and how to act more mindfully and make better decisions.

Here are 3 good lessons to know what's going on up there:

1. Your behavior is determined by 2 systems in your mind - one conscious and the other automatic.

2. Your brain is lazy and thus keeps you from using the full power of your intelligence.

3. When you're making decisions about money, leave your emotions at home.

Want to school your brain? Let's take a field trip through the mind!
Download PDF
Thinking Fast and Slow Summary

Lesson 1: Your behavior is determined by 2 systems in your mind - one conscious and the other automatic.

Kahneman labels the 2 systems in your mind as follows.

System 1 is automatic and impulsive.

It's the system you use when someone sketchy enters the train and you instinctively turn towards the door and what makes you eat the entire bag of chips in front of the TV when you just wanted to have a small bowl.

System 1 is a remnant from our past, and it's crucial to our survival. Not having to think before jumping away from a car when it honks at you is quite useful, don't you think?

System 2 is very conscious, aware and considerate.

It helps you exert self-control and deliberately focus your attention. This system is at work when you're meeting a friend and trying to spot them in a huge crowd of people, as it helps you recall how they look and filter out all these other people.

System 2 is one of the most 'recent' additions to our brain and only a few thousand years old. It's what helps us succeed in today's world, where our priorities have shifted from getting food and shelter to earning money, supporting a family and making many complex decisions.

However, these 2 systems don't just perfectly alternate or work together. They often fight over who's in charge and this conflict determines how you act and behave.

Lesson 2: Your brain is lazy and causes you to make intellectual errors.
A baseball bat and a ball cost $1.10. The bat costs $1 more than the ball. How much does the ball cost?
Here's an easy trick to show you how this conflict of 2 systems affects you, it's called the bat and ball problem.

I'll give you a second.

...

Got it?

If your instant and initial answer is $0.10, I'm sorry to tell you that system 1 just tricked you.

Do the math again.

And?

Once you spent a minute or two actually thinking about it, you'll see that the ball must cost $0.05. Then, if the bat costs $1 more, it comes out to $1.05, which, combined, gives you $1.10.

Fascinating, right? What happened here?

When system 1 faces a tough problem it can't solve, it'll call system 2 into action to work out the details.

But sometimes your brain perceives problems as simpler as they actually are. System 1 thinks it can handle it, even though it actually can't, and you end up making a mistake.

Why does your brain do this? Just as with habits, it wants to save energy. The law of least effort states that your brain uses the minimum amount of energy for each task it can get away with.

So when it seems system 1 can handle things, it won't activate system 2. In this case, though, it leads you to not use all of your IQ points, even though you'd actually need to, so our brain limits our intelligence by being lazy.

Lesson 3: When you're making decisions about money, leave your emotions at home.

Even though Milton Friedman's research about economics built the foundation of today's work in the field, eventually we came to grips with the fact that the homo oeconomicus, the man (or woman) who only acts based on rational thinking, first introduced by John Stuart Mill, doesn't quite resemble us.

Imagine these 2 scenarios:

1. You're given $1,000. Then you have the choice between receiving another, fixed $500, or taking a 50% gamble to win another $1,000.

2. You're given $2,000. Then you have the choice between losing $500, fixed, or taking a gamble with a 50% chance of losing another $1,000.

Which choice would you make for each one?

If you're like most people, you would rather take the safe $500 in scenario 1, but the gamble in scenario 2. Yet the odds of ending up at $1,000, $1,500 or $2,000 are the exact same in both.

The reason has to do with loss aversion. We're a lot more afraid to lose what we already have, as we are keen on getting more.

We also perceive value based on reference points. Starting at $2,000 makes you think you're in a better starting position, which you want to protect.

Lastly, we get less sensitive about money (called diminishing sensitivity principle), the more we have. The loss of $500 when you have $2,000 seems smaller than the gain of $500 when you only have $1,000, so you're more likely to take a chance.

Be aware of these things. Just knowing your emotions try to confuse you when it's time to talk money will help you make better decisions. Try to consider statistics, probability and when the odds are in your favor, act accordingly.

Don't let emotions get in the way where they have no business. After all, rule number 1 for any good poker player is "Leave your emotions at home."

Thinking Fast and Slow Review

Kahneman's thinking in Thinking Fast And Slow reminds a bit of Nassim Nicholas Taleb's Antifragile. Very scientific, all backed up with math and facts, yet simple to understand. I highly recommend this book!

Who would I recommend the Thinking Fast And Slow summary to?

The 17 year old with an interest in biology and neuroscience, the 67 year old retiree with a secret passion for gambling, and anyone who's bad at mental math.

Last Updated on July 28, 2022

# data[].attributes.attachment_link.description
This Thinking Fast And Slow Summary will show you the 2 systems in your mind, how they mess up your math & a cool gambling experiment.

# data[].attributes.attachment_link.provider_name
The Whatfix Blog | Drive Digital Adoption

# data[].attributes.attachment_link.title
The Kübler Ross Change Curve in the Workplace (2023) | Whatfix

# data[].attributes.attachment_link.description
Working in anticipation of emotional response can help change leaders drive change at work. Explore this blog to leverage the change curve at your workplace.

# data[].attributes.attachment_link.readable_text
The 5 Dysfunctions Of A Team
(Full article and exercise are located on our )
In the book The Five Dysfunctions of a Team Book by Patrick Lencioni it examines teams and why finding effective teams can be hard. He identifies 5 key areas that cause dysfunctional teams (barriers) and discusses how to tackle each one on the way to building high performing teams.
Lack of Trust
The 5 dysfunctions are displayed in a pyramid view, you first have to build the base layer then each layer on top to achieve all 5.
Fear of Conflict
Trust is the foundation of the pyramid, however it can take time to achieve. Without building trust within teams people do not feel conformable to share, when things go wrong they hide mistakes rather than asking for help, people make assumptions about the intentions of others, people fall out and hold bad feelings. A lack of trust leads to the fear of conflict.

Without trust in the team people clash and argue with each other, because of this when teams need to discuss different ideas people do not engage or give their ideas for fear of conflict with others. The loudest voice normally wins by default as there is not a safe feeling in the team to challenge or debate, leading to a lack of commitment.
Lack of Commitment
However conflict can be a good thing if the team has trust. If the team believes each person is always trying to do the right thing, if they respect and listen to each other, it leads to an environment of trust (safe space). This allows people to share ideas, disagree, but come together to find the best way forward as a team and not hold ill feelings against each other.
Avoidance of Accountability
Avoiding conflict leads to a lack of commitment. If individuals didn't get time to share their ideas in the team, discuss and debate what they are working on, they will not feel actively involved and will not fully commit to the work leading to a lack of accountability. Teams work best when they have all had input and decided the route forward together.
Inattention to Results
A lack of common objectives for the team which they are all committed to leads to team members not feeling accountable for their work and they begin to miss deadlines and deliver average work leading to not getting results.
Key Note
With a lack of focus and no clear objectives the team becomes stale, distracted and are often found focusing on themselves rather than the work of the team. Team members may deliver their work but without all the work from the team you do not get the results your product needs.

Building trust gives you the foundation blocks to tackle how to deal with conflict, then commitment, accountability and results. If you try and tackles these in a different order you will soon find the foundations of the team are not in place i.e. you wont get the results for long if the team are not accountable for their work, committed to the goals, can have constructive conversations (conflict) and trust each other.

Full article and exercise are located on our website

# data[].attributes.attachment_link.description
The 5 Dysfunctions Of A Team (Full article and exercise are located on our website) In the book The Five Dysfunctions of a Team Book by Patrick Lencioni it examines teams and why finding effective teams can be hard.

# data[].attributes.attachment_link.title
What Is Psychological Safety at Work? How Leaders Can Build Psychologically Safe Workplaces

# data[].attributes.attachment_link.description
What is psychological safety at work? Learn how to assess and build psychological safety in the workplace to improve collaboration and culture.

# data[].attributes.body
Please find all relevant information from the WebTalk in thios padlet

Looking forward meeting again sometime

Marc Buchholz

# data[].attributes.body
...to any further exchange with you.

Kind regards,
Marc Buchholz
kontakt@marc-buchholz-consulting.de