NeuroPower Framework to Effective Leadership

This blog is to provide an introduction to the NeuroPower framework and reduces a highly technical well referenced material into simple, yet real world examples. This framework will assist project managers in building effective teams that work in a harmonious network maintaining respect for each other.

Introduction:

Phycology is one of the oldest fields of study, there were notes on the reoccurrences of patterns within the brain since prior to Ancient Egypt. These studies linked phycology with religion but nevertheless represented patterns in behaviour and techniques for the modification of behaviour.

NueroPower combines the intellect of a master of Artificial Intelligence and Phycology to produce a logical representation of behaviour patterns and leaders can use this model to predict behaviour, allowing leaders to mitigate risk and create a harmonious team.

Tension and the Amygdala

This was best explained to me as a story; imagine for a moment that you are a bunny rabbit, nibbling at grass on a field, enjoying the breeze and flavour of your meal when a saber tooth tiger jumps out of the brush. At this point as a bunny your brain is flooded with adrenaline and your Amigyla takes over, making you run for your life, at the point when you are running, you have lost the ability to feel the breeze, enjoy a meal or little lone perform any mathematics. This is the amigyla taking over in times of high stress.

People will tolerate stress based on their level of maturity, stress prevails when person experiences their Amygdala taking over. The tension does not have to be life threatening for the amigyla to take over, once taken over this person is using a lower-brain and can no longer contribute fully to the situation. This diagram illustrate the Archetype (Nuero Rational) vs the Amygdala (Neuro Limbic) response to tension. Maturity controls which response is most likely to occur, people that are lower on the maturity will naturally respond with their Core Belief.

It is important to note that tension could be a conversation around work, a debate with your boss for example could be a trigger that will create tension as described and the response will depend on how the individual handles the tension, if it is a threat the Amygdala will take over and a Nuero Limbic response will be triggered.

Assumptions

For the neuropower framework to work for you, you must agree on the following assumptions. The published NeuroPower book properly references the sources for these assumptions but I will briefly summarise these:

1. The brain is a massive neural network, it works as most neural networks by assigning more weight to a given input and therefore leading weights to a correct output. For example: If you like pizza more than pasta and you taste a new pizza which is so good you like it better than any pasta, your brain will re-weight pizza so that next time it is asked which it prefers, it will output "pizza".

2. These networks do not change easily, this is why learning is a process which takes time and in larger neural networks such as the brain once this pattern has been defined the network can be mapped at a high level such as the ones provided by NeuroPower.

3. Six Core Intelligence Centers, assume these 6 attributes define a person, these are the building blocks used to identify the archetypes, all people have these six core intelligence centers and the dominance of a certain intelligence centre over another is how the persons behaviour is defined at a high level, briefly I have summarised these as follows:
1. i1 Empathy
2. i2 Clarity
3. c1 Spontanousity
4. c2 Idealism
5. p1 Logic
6. p2 Drive
4. Of the Six Core Intelligence Centers exists 3 pairs, c1/c2, p1/p2 and i1/i2. Of these pairs a person will find that one characteristic dominates over the other, this is because these parts are mutually exclusive when used, so a person cannot be experiencing empathy when clarity is sought (empathy requires experiencing another persons emotions which blurs clarity), equally one cannot be spontaneous when idealism is sought and one cannot be logically and planning when a high drive exists. This distinction allows the categorising of archetypes for a person will have an individual response to which Core Intelligence of the 3 pairs dominates. This leads us to the existence of 8 archetypes as 2 to the power of 3 is 8 and 8 combinations of these attributes exist.

Spiral Up, Spiral Down

The formula to spiral up is IPCIPC and the formula to spiral down is CPICPI .

This denotes that for a certain archetype when high amounts of tension are experienced, their C attribute will invert so a person who is predominately c1 will experience a dominance of c2, during times of stress and to spiral upwards the person will instead invert the I attribute for example from i1 to i2. This will require the person to be more connected with those around them and experience more i2 (empathy).


The Mirror

The existence of the subconscious is not usually debated, for this instance we need to identify two entities, ourselves and our active consciousness. As a person you discuss issues with your mirror, a person's mirror will be focusing on the issues that are opposite to their Archetype. If a person exhibits attributes that are c1, p1 and i1. Then they're mirror will be pre-occupied with issues of opposing attributes c2, p2 and i2. Due to the nature of the 6 Core Intelligence Centers and their mutually exclusivity the denominating attributes will mean that for a person whom is for example predominantly c1 - Spontanousity, their subconscious will focus on the attribute of c2 - Idealism. As a matter of personal development and fulfilment it is crucial for a person to not ignore their exlusive attribute but to continuously promote them and in this example, focusing on c2 - Idealism, will bring contentness to the individual. Ignore the c2 - Idealism attribute and drown it with c1 - Spontanousity will only cause unfulfillment.

One does not exhibit the subconsious whilst engaged in conversation with another person. Generally achetypes will find fulfilling conversations from individuals that exhibit attributes that match their mirror rather than their own.

NueroPower Models

NeuroPower provides 3 Models and I have summarised this diagram integrates them as follows:

The first layer are the 6 Core Intelligence Centers.

Maturity Model

Which runs on the left side of the model, simply illustrates that for a greater maturity a full archetype (or Nueral Rational) response will be given. This depends on the person's archetype. The five simple levels (there are more) are:

1. Purple - The world is for the most part large and mysterious. You believe in the virtues of your family and contribute to their goals. As a child this is the first level of maturity above instinct
2. Red - You understand the world and control your environment for yourself through aggression and submission.
3. Blue - You believe in order and society, you maintain task lists and promote processes
4. Orange - Where others see lemons you see lemonade. You focus on the future and focus on actions that will benefit your future
5. Green - You believe that everyone has a place in the world, you recognize and contribute to goals for the benefit of the community

Core Belief

Many people accept the fact that the Amygdala responds to tension in three basic ways: fight, flight or distrust, NeuroPower adds further depth to this theory by breaking these into 3 subclasses for each primary reaction:

1. Compliance - The person demands perfection, but those victimized feel judgement
2. Compliance - The person feels they are a helper, the victims feel manipulated
3. Fight - The person feels they are promoting a success image, the victim feels slimey lies
4. Flight - The person feels like they need to be a "drama queen", the victim feels selfishness and avoidance.
5. Flight - The person responds by hiding and breaking empathic connections with others, usually require distance or isolation, the victim feels avoidance.
6. Compliance - The person sees pure logic, the victim feels like they are being accused of conspiring
7. Fight - The person feels the need to display happiness, the victim feels a false happiness and deciet about the authenticity of the happiness.
8. Flight - The person asserts their needs for boundaries and dominance, others will be bullied or feel bullied.
9. Flight - The person will promote peace through submission, the victim will feel avoidance and false state of resolution.

Archetype Overview

1. The Navigators mind is structured and visionary. These opposites create a person with a clear vision and the discipline and structure to achieve it. Regardless of their development Navigators are super-dependable and likes to be respected contributor of the community, a pillar of society. Very emotionally detached, Navigators are inflexible when it comes to discussing plans, directions, approaches and logistics. If they are not given warning, however, they can cope with flexibility and ambiguity and perform brilliantly 'on the hop'. This seems contradictory, but is achieved because they flip to their mirror. Navigators enjoy the very best quality in things and particular enjoy collecting things which will appreciate in value. Navigators are very focused when their is a clear vision, executing enormous mind over matter, supressing unwanted emotions and disciplining themselves and the people around them. They will follow systems to the letter of the law, any shortcutting or variance from approves process will be stopped and the perpetrator reprimanded. The Navigators way is the right way and they will want an audit trail to demonstrate compliance. If the Navigator has no vision or plan to follow, they freewheel and become obsessed with experiencing life, experiencing every form of physical sensation.
• Idealism, Logic, Clarity
2. The Chancellors are enthusiastic, energetic and ambitious. They have an unmatched ability to sell ice to Eskimos and have the Eskimos thank them, pay for their airfare and invite them back. Regardless of level of development Chancellors like competition, negotiation and rising to the top. Chancellors are excellent at creating a successful image. They rarely look concerned and appear to have the perfect lifestyle, living in the right suburbs, driving the right cars and holidaying in the right places.
• Spontanousity, Drive, Empathy
3. The Architects mind is able to see the big picture and the sequential order of activity required to achieve a given outcome. By nature they think in terms of flow charts. Although they usually feel more comfortable supporting the leadership rather than taking a high profile, they have no hesitation in stepping up to the line and outlining the most efficient way of achieving the desired outcomes if they leadership seems to be hesitating. Even though Architects are rational and calm, they are ambitious and driven to achieve whatever goals they have set themselves. All their activity must be another step towards achieving their objectives. For the Architect work is work and play is work. Everyday they expect to closer to their planned outcomes. Very emotionally detached, the Architect rarely gives positive feedback to those living or working with them. Others sometimes think of them as removed or distant and sometimes find it difficult to understand why they run hot and cold. Architects are brilliant at strategic systems and will instantly see why a system isn't working and what can be done about it.
• Idealism, Logic, Empathy
4. The Judges mind is fast, efficient, clear, certain and razor sharp. It can remember details and likes to keep discussions concrete, ideas practical and tasks specific. It is driven by a constant desire to complete large amounts of work. While quality is important, Judges enjoy following efficient systems that enable them to do two days work in one. Constantly changing, refining and improving systems is an annoyance to Judges who prefer to 'get on with it'. Regardless of level of development, Judges like working quickly and efficiently in an area of personal interest where they are recognised and rewarded financially. Emotionally passionate, Judges see strong relationships as being central to achievement and will protect those they are responsible for, defend those they respect and confront those they believe are wrong. They do not, however have an abiding trust in their leaders and so constantly ask hard questions to 'keep the bastards honest'. They often join social clubs or groups and enjoy meeting new people and doing the 'right thing'. They are energetic, enthusiastic, focused and quick working and have an excellent eye for ensuring all the details are right and lose ends are tied up.
• Spontanousity, Drive, Clarity
5. The Crusaders (White Knight archetype) are passionate, disciplined and dependable protectors of morality, justice and honesty. They are defenders of what is true and correct. With a clear sense of what is 'right', Crusaders work long hours doing many of the tasks that the rest of us take for granted - cleaning, maintenance work, completing checks and audits, checking the quality is right, rechecking figures and finalizing project plans or lesson outlines or doing whatever it takes to get it right or as close to perfect as possible. Crusaders respect rules quality management and accepted procedures. They respect authority and established protocol. Serious, stern-looking and always ready to correct others, Crusaders are by nature frugal, independent, reliable conservative and task oriented. They teach us the true meaning of honour and in team foster commitment from others.
• Idealism, Drive, Clarity
6. The Commanders are inventors by nature and have an unquenchable thirst for knowing how things work. They love challenge, variety and new and interesting problems to solve. They get frustrated and demotivated by routine. Regardless of development, Commanders like to work to a system that is efficient and practical. If 'the way it has always been done' does not achieve this, the Commander will not hesitate to redesign the system or rewrite the handbook. Commanders are usually easy-going with a childlike curiosity and a fascinating general knowledge about just about everything. They are gregarious, party animals that enjoy having fun and forgetting the time. They are rational and systematic and can take over command in a real crisis. Commanders will often create problems to solve when things become to routine, this cycle of creating and solving problems seriously limits their ability to accumulate wealth.
• Spontanousity, Logic, Empathy
7. The Bards have a unique ability to see potential in others and create environments that empower them or enable them to reach their full potential. They have a natural fascination with their own quest for meaning, the purpose of life and the deeper and more mystical parts of life.  Bards can inspire with their amazing ideas and big dreams, their zest for life and their optimism, passion and warmth. For the Bard everything is interdependent, so their home and work lives will merge as will their various business ventures, their ideas and philosophies. This can sometimes mean that relatively small issues are combined to create large, complex and difficult situations. When this happens the Bards can see that any movement will impact on so many areas that they can become paralysed for fear of upsetting the status quo. Bards are very sensitive and 'pick up' the feelings of others. This can mean that the internal emotions of Bards are greatly affected by the people around them.
• Idealism, Drive, Empathy
8. The Treasurers mind is highly intellectual, analytical and detailed, with an excellent memory for facts. This personality has an outstanding ability to analyse situations and has a calm and detached approach to life. Treasurers are not judgemental, are slow to anger and are naturally intrigued by money, scorecards and balance sheets. They have an inbuilt fascination with the game of life. Regardless of level of development, Treasurers like order and organisation. Their mind naturally separates their life into different compartments. The way they interact with a colleague at work and at home therefore can be quite different, with work issues kept at work and leisure issues kept for leisure time. Self-sufficient emotionally, with or without company, Treasurers love excitement, activity and crisis.
• Spontanousity, Logic, Clarity

From here...

There is a lot of content on this subject, specifically the 4 maxims that form NeuroPower are not covered in depth in this article but rather portions of introduced. Thus I recommend if you have questions or would like a deeper understanding to buy the book called NueroPower by Peter Burow. There are also courses and certifications on the framework which I believe would help anyone not just at work but also in giving clarity to personal relationships.