The institutional amygdala
Survival. Memories. Emotional reactions. Fear. Almonds.
All of these are linked to this tiny part of your brain called the amygdala — two, almond-shaped groups of neurons — involved with many of our emotions and motivations. The amygdala is responsible for determining what memories are stored and where in the brain and then what emotional reaction you may have to a similar situation in the future. For example, if you get bitten by a dog and then any time you see a dog later on you’re fearful and freak out, that’s your amygdala working right there.
In the context of organisations, the ‘institutional amygdala’ is often relevant in the organisation’s default, often fear-based, response to change. The concept of the institutional amygdala was introduced to me a few years ago now, when I was part of the Global Solutions Program at Singularity University. Salim Ismail was discussing this at the time, and it’s one that has stuck with me.
The institutional amygdala is in full flight when change happens: it kicks in to refer back to those ‘organisational memories’ of past change (and those that haven’t gone very well - ‘the dog bites’) and links that past memory to the here and now, generating fear and then, more often than not, decisions based on fear.
In the start-up world, how often do you hear or experience organisational restructures in response to a couple of months of declining sales (when likely the root cause lies elsewhere)? Or a reshuffle of leadership roles which revert back to old ties and alliances?
The institutional amygdala can be a force to be reckoned with.
A wise boss of mine once said, “The DNA of an organisation is created in its very first interactions”.
I will never forget these words of wisdom and can see how this rings true in the creation of new organisations whether it be from scratch, via a merger or a spinoff. How you start, is encrypting the DNA of the company (and thereby its amygdala).
And perhaps a core part of leadership is overcoming the amygdala to make room for decisions based on hope and not fear.
What role does the amygdala have in your organisation? Are you making decisions based on hope or fear? How are you rewiring your institution’s amygdala?
For context: I am an aspiring tri-sector collaborator, born in Sydney, Australia and citizen of the globe. A strategy consultant by trade, I have worked across many industries and seek to combine business acumen, social impact and human compassion. An alumnus of Singularity University, I have a particular interest in the intersection of social impact, technology, ethics and innovation. In 2016, I completed the Acumen Global Fellowship and spent a year building a marketing / innovation /customer insight capability at a fast-growing solar energy social enterprise in Uganda. I am currently a consultant in social business innovation with a focus on social impact strategy, Indigenous Affairs and cross-sector collaboration. I like to reflect on my experiences as a way of making sense of them and with a hope that my sharing may spark something in others too. Thank you for reading!
