Neuroscience for Organizational Change

An Evidence-Based Practical Guide to Managing Change
2. Auflage 2019
ISBN: 978-1-78966-005-0
Verlag: Kogan Page

Buch, Englisch, 288 Seiten, Format (B × H): 161 mm x 240 mm, Gewicht: 810 g

Organizational change can be unpredictable and stressful. With a better understanding of what our brains need to focus, organizations can increase employee engagement, productivity and well-being to successfully manage periods of uncertainty. Drawing on the latest scientific research and verified by an independent neuroscientist, Neuroscience for Organizational Change explores the need for social connection at work, how best to manage emotions and reduce bias in decision-making, and why we need communication, involvement and storytelling to help us through change. Practical tips and suggestions can be found throughout, as well as examples of how these insights have been applied at organizations such as Lloyds Banking Group and GCHQ. The book also sets out a practical science-based planning model, SPACES, to enhance engagement. This updated second edition of Neuroscience for Organizational Change contains new chapters on planning the working day with the brain in mind and on overcoming the difficulties related to behavioural change. It also features up-to-the-minute wider content reflecting the latest insights and developments, and updated case studies from the first edition which give a long-term view of the benefits of applying neuroscience in organizations.

Autoren/Hrsg.

Scarlett, Hilary

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Change Management
• Interdisziplinäres Wissenschaften Wissenschaften Interdisziplinär Neurowissenschaften, Kognitionswissenschaft

Inhaltsverzeichnis

Chapter - 00: Preface;Section - ONE: The challenge;Chapter - 01: Introduction to neuroscience;Chapter - 02: Brain facts;Chapter - 03: Why our brains don’t like organizational change;Section - TWO: What can we do?;Chapter - 04: Performing at our best during change;Chapter - 05: Our social brains: The role of leaders and managers;Chapter - 06: Managing emotions during change;Chapter - 07: Decision-making and bias;Chapter - 08: Communication, involvement and the role of storytelling;Chapter - 09: Planning change with the brain in mind;Chapter - 10: Changing behavior;Chapter - 11: Planning the working day to maximize productivity;Chapter - 12: Applying neuroscience in the organization;Chapter - 13: Index;

Über Autor(innen)

Scarlett, Hilary
Hilary Scarlett is a writer, international speaker and consultant on change management and neuroscience. Her work, which has spanned Europe, the US and Asia, concentrates on the development of people-focused change management programmes, employee engagement and well-being. Hilary has been working with neuroscientists at University College London and in the US to apply cognitive neuroscience to practical management tools. She regularly works with leadership teams in the private and public sectors to help them build resilience and successfully introduce change.

Hilary Scarlett is a writer, international speaker and consultant on change management and neuroscience. Her work, which has spanned Europe, the US and Asia, concentrates on the development of people-focused change management programmes, employee engagement and well-being. Hilary has been working with neuroscientists at University College London and in the US to apply cognitive neuroscience to practical management tools. She regularly works with leadership teams in the private and public sectors to help them build resilience and successfully introduce change.