I’ve written before on my work with corporate culture change.  In particular, I wrote about how culture is unconscious and works at the implicit level. So the strategy to change it needs to make the unconscious and implicit more conscious and explicit.  So we identified and labelled behaviors that we felt were the critical few that needed to be addressed and then defined the new behaviors that we desired and recognized and reinforced those.

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Neuroscience and the workplace is a relatively recent topic. It is kind of one of those topics that naturally lends itself to tweets, magazine cover articles, books and media appearances. Add the fact that it has a compelling speaker like David Rock as one of its key proponents and it has all the makings of a trendy topic.   Most of the applied work in this area traces back to David Rock, so let’s look at his perspective.

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I started my professional career in the legal industry and in 9+ years as a law clerk and an attorney, in at least two law firms and in a clerkship, in I don’t ever remember having an official “performance” evaluation. But I also don’t recall ever feeling like I didn’t know what was expected or how I was doing.

When I switched careers to Human Resources, my first two jobs were in healthcare where there are accreditation standards that require formal, documented performance evaluations. And yet, I still can’t recall having a performance evaluation either as an employee or as a manager.   Maybe I blocked it out.

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