When Creativity, Science and Possums fall in love

A Neuro-Strategic Approach to Culture and Behavioural Change

If the previous decade has taught us anything, it’s that the convergence of creativity and scientific understanding can revolutionise our approach to people, culture, and behavioural change. The irony is palpable, given that just a few decades ago, you’d be hard-pressed to find science and creativity sitting in the same sentence, let alone at the same conference table.

In a World Overwhelmed by Predictability, Embrace the Unexpected

If you haven’t caught up with the burgeoning field of brain prediction theory, grab a coffee from your local, and settle in. This theory suggests that the human brain is, in essence, a prediction machine, constantly trying to anticipate what happens next.

“Prediction is not just one of the things your brain does. It is the primary function of the neocortex, and the foundation of intelligence.” — Jeff Hawkins, author of “On Intelligence”

Or if you prefer waxing poetic, Emily Dickinson has famously said,

“the brain is wider than the sky”.

Both equally accurate descriptions of our deeply mysterious human brain.

What we have been able to understand more clearly is the moment our brain encounters something it didn’t anticipate — an anomaly or a prediction errorif you will — where our attention is immediately captivated. It’s like that unannounced visit by an auditor — suddenly, everyone is alert, and all hands are on deck.

Prediction errors and blocking: (a) Illustration of the iconic dopaminergic prediction error, based on ref. 5. Dopamine neurons fire to unpredicted outcomes (top) and to cues that predict outcomes (middle); the same neurons will not fire to predicted outcomes (middle) and will suppress firing when predicted outcomes are omitted. This pattern of response is the fingerprint of a prediction error. (b) Illustration of blocking, using dark clouds, umbrellas and rain.

Now, imagine infusing this scientific understanding into the cultural fabric of an organisation. How would our employee engagement programs look if we injected a dose of creative unpredictability that plays to our neural hardwiring?

Neurochemical VIPs: Dopamine, Oxytocin, Serotonin

When we encounter prediction errors, our brain doesn’t just stop at getting our attention. It also triggers a cascade of neurochemical reactions that could well be considered the Rolls-Royce of emotional experiences. We’re talking about dopamine, the ‘feel good’ neurotransmitter; oxytocin, the so-called ‘cuddle hormone’; and serotonin, the key hormone for stabilising our mood, feelings, and happiness.

The influx of these neurochemicals doesn’t just make us feel good; it cements the experience in our memory and encourages behaviours that might recreate this neurochemical surge.

The Public Sector Lens: From Policy to Implementation

It’s important to emphasise how this theoretical framework isn’t just a quixotic idea for the communications or advertising world but has robust applications in public policy and administration.

Picture this: a local council wants to improve recycling habits among residents. Traditional methods might involve an informative, perhaps even tedious, public awareness campaign — brochures, website updates, and the like.

Now, what if instead, we launched an unpredictable, engaging campaign that utilises our understanding of neuroscience?

Imagine a series of mysterious content cropping up overnight, each with its own particular angle, leading to an interactive digital experience, teaching people about the long-term impact of their choices on the mating habits of common brushtail possum.

Possum Magic Pending

Suddenly, you’ve created a prediction error.

You’ve got people’s attention, you’ve engaged them, and chances are, they’ll remember to separate their plastics and papers long after they’ve forgotten your billboard.

Cultural Applications: More Than Just a ‘Feel-Good’ Factor

It’s easy to dismiss the intersection of creativity and neuroscience as an exercise in making employees “feel good” without addressing underlying cultural issues.

That would be a mistake.

The reason? Culture isn’t an isolated department; it’s the backdrop against which all action takes place. By leveraging behavioural science and neuroscience, organisations can craft interventions that don’t just sit atop existing culture but actually seep into its deepest layers, creating a more dynamic, engaged, and effective workplace.

As we progress further into the 21st century, the chasm between science and creativity will continue to narrow.

For those of us invested in the complex spheres of human behaviour, organisational culture, and systemic change, this intersection offers not just a new set of tools but a whole new playground of possibilities.

Whether you’re in policy design, human resources, or at the helm of change management, the question isn’t whether you can afford to integrate creative and scientific methodologies — it’s whether you can afford not to.

So, the next time you find yourself at the intersection of people, culture, and change, remember creativity and science are your best companions.

And that’s not just some poetic rhetoric; it’s a neuro-strategic imperative.