Training Industry Magazine - Winter 2022 - 67

SRINI PILLAY, M.D.
SCIENCE OF
LEARNING
OPTIMIZING THE SOCIAL BRAIN
DURING HYBRID WORK
Hybrid work may offer a much-desired
level of flexibility, but there is a price to
pay for this work if you inadvertently
isolate yourself from peers. Ineffective
communication and loneliness are two
consequences of the hybrid work context,
and in the spirit of " use it or lose it, " you
stand to lose critical social brain functions
if you stop being socially intelligent.
The human brain is endowed with many
social functions, such as networks to
mirror the emotions of others, networks
to understand the intentions of others,
ways of remembering faces and ineffable
characteristics of others and many other
social functions that may dwindle unless
we find active ways to practice them.
A recent study explained that there are
seven computations that the social brain
makes. Below is a list of each function
and what you can do to ensure that they
remain sharp in a hybrid setting.
SOCIAL PERCEPTION
When at work, it's important to be able to
see teams operating, and to identify how
people are feeling. Having your finger
on the pulse of this in an office is often
automatic. In a hybrid workplace, this
may be less obvious.
Suggested Action: Develop a way to
keep informed about team dynamics and
the " emotional temperature " of the team.
SOCIAL INFERENCES
Theory of mind (ToM), or mentalizing,
refers to our ability to infer the hidden
mental states of other people, such as
their beliefs, intentions and feelings.
Suggested Action: At meetings, you
might ask someone to explain another
person's point of view as they see it. It
will nudge the social brain back into this
inferential state.
SOCIAL LEARNING
Social learning allows for groups to
feel more connected and coherent. By
observing, mimicking and joining forces
with others, we boost the capacity of the
social brain.
Suggested Action: Set aside specific
meetings for cross-domain perspectives
with the intention of joining them in the
mission and vision of your organization.
SOCIAL SIGNALING
We don't just learn from what people say,
we also learn from verbal and nonverbal
cues. Turning cameras off may reduce
fatigue, but it also hinders nonverbal
communication.
Suggested Action: Dedicate some time
for camera-on interactions.
SOCIAL DRIVES
While staying at home may make you
feel protected, those working in-office
are developing a different kind of social
capital. They are the in-group and could
have certain advantages for promotions
and choices. Also, social capital can
improve brain function, as it improves
cognitive health and brain structure.
Suggested Action: Stay " in the know " by
staying connected with people who are
in the office or go in occasionally.
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SOCIAL IDENTITY
Your identity is informed by your
interactions. These aspects are often
relative, so that when you work alone, you
can lose sight of your relative significance.
Suggested Action: Ensure that you meet
with people who are different from you,
even if they don't fall within your scope
of work.
SOCIAL CAPITAL
CAN IMPROVE BRAIN
FUNCTION.
MINIMIZING UNCERTAINTY
Knowledge of social groups can help
you
understand
employee
behavior
- those who are likely to stay versus
leave, for instance.
Suggested Action: Ask people overtly
about this, and how you could help
retain them if you so desire. Also,
wherever possible, define roles and
outline priorities.
Flexible work has many advantages, but
if you don't pay attention to the social
brain, you will not be operating at the
best of your abilities.
Dr. Srini Pillay is the CEO of
NeuroBusiness Group. He is a Harvard
trained psychiatrist and neuroscientist,
on the Consortium for Learning
Innovation at McKinsey & Company,
and author of " Tinker Dabble Doodle
Try. "
Srini
is
also
co-founder,
medical officer and chief learning officer
of Reulay. Email Srini.
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