Rachel Lilley: Getting under the bonnet - Mindfulness and behavioural economics, capacities to support co-production. 'Co-production needs deep listening skills, an openness to diversity and an ability to take different perspectives. The mind sciences tell us our brains are biased. They see and hear what they expect, not what is there. We generally go with our emotions, post rationalising our actions. We create reality using context, relationship and past experiences. It is difficult for us to see what is in front of us so how can we really be present and open to new and different things?  Using insights from behavioural economics and practices of mindfulness we can build knowledge, practical techniques, reflective practices and personal capacities to help us be truly present and open in a co-production context.'

1. Who are you? Who are they? What is this?
Capacities for copro
Rachel Lilley, Human Geography, Aberystwyth University,

2. Questions
• Do you trust your gut?
• What do you understand about cognition and learning?
• What do you understand about perception and perspective?
• What do you understand about what your (embodied) brain is and
how it knows something?

3. Mindfulness and
behavioural economics
“It looks great, will be a really important guide and resource
for people working in and around government and policy
making.
Jon Kabat Zinn
"Indispensable and provocative reading for everyone
interested in behavioral science, and its growing impact on
everyday life. A terrific, fact-filled overview, it is also genuinely
original, and it manages a neat trick. It is both highly
illuminating and a lot of fun!"
Cass R. Sunstein, coauthor of Nudge and former Administrator,
White House Office of Information and Regulatory Affairs

4. Which of squares a and b is the lightest in shade?
Cognitive Bias

5. Proof

6. https://www.youtube.com/watch?v=BvPu2kYstcg&list=PLH_nypAO3GE0S7TDsJcqFudX2aebICjP_
3.58-5.38
Cognition, perception and reality
“The Rational is over rated”

8. If everything you do is a reflex grounded in your
history of assumptions, how do you see (or hear)
differently?
Beau Lotto, neuroscientist, author of Deviate, The Science of Seeing
Differently
25.01.18Results presentation 9

9. 25.01.18Module 2 - Emotions
Standard theories of mind –bottom up
Stimulus Attention, Perception, Emotion, Thought Automatic
response/reaction
Stimulus Attention, perception, Emotion, thought
Conscious
response/reaction
Pause
Presence

11. Past
experience,
frames,
heuristics
Mindfulness for behaviour change and decision making
stimulus
Sensory
scraps, visual,
auditory,
sensory
Automatic reaction
Conscious response
A felt sense represents
meaning by association
(what is my past
experience when I
previously had this felt
sense) combines with
thoughts
Improve undertanding
of – brain (bias, habits
and patterns or
thinking)
Predictive
Improve
Perception/awarene
ss capacities of inner
felt/thought
experience
(mindfulness)

12. 25.01.18WorkingMind - slowing down day 13

13. A new vision of the human
“We think are
spock but we’re
actually homer
simpson.
We think we are
thinking beings
that feel, but we
are feeling beings
that think.”

14. “I found it fascinating in terms of giving me a framework to
understand some of my own behaviours, giving me a
framework to think about the reactions of others around me in
my team and actually, from the point of view of the policy work
that we do, the broader question of how you create behaviour
change sort of out there.”
Awareness of self in relation to others in the context of behaviour change

15. “I thought I was too old to grow but obviously not. (If I was telling
someone else about the benefits of the course) I would be wanting
to make the linkages between that sort of reflective practice, the
letting go of distractions, the understanding of how people work in
the world about how people create their own worlds and about
how we could use that to challenge the rigidity in terms of how the
organisation often works.
Understanding that we create our world and applying this in our work

16. “And the session you did on mindful organisations well I think a few years ago I would
have just said that was clap trap and you just needed to get on with it, why don’t they
just do, sort it out, why are they bothering with this stuff. So it’s that sort off pause for
thought and re-evaluation I just found it so powerful. It has changed the way I engage
with work.”
“It feels to be a lot healthier, a bit less obsessive and absolutely, it’s got to be done, it’s
got to be right, pass or fail view of the world and view of work I think that has changed,
quite substantially, and I have slowed down and I mean that in the most positive sense
instead of rushing around the place, and wondering where the last 15 years have gone,
in work terms but trying to be more reflective and that was really important.”
Exploring what it means to be a ‘mindful’ organisation

17. Rachel Lilley - PhD Cand, MPhil,
Daearyddiaeth, Hanes, Gwleidyddiaeth a
Seicoleg/ Institute of Geography, History,
Politics and Psychology
ral17@aber.ac.uk
Tel: 07807324668
https://mindsetforchanging.wordpress.com
http://changingbehaviours.wordpress.com/
Diana Reynolds MA,
Sustainable Development Change Manager
Environment and Rural Affairs
Welsh Government
Diana.reynolds@gov.wales
Tel: 07866552911
https://academiwales.gov.wales/pages/qui
ck-tips-awgrymiadau-cyflym
Thankyou/Diolch