Neuroscience for Organizational Change: An Evidence-based Practical Guide to Managing Change [Minkštas viršelis]

(Naujas leidimas: 9780749493189)
  • Formatas: Paperback / softback, 216 pages, aukštis x plotis x storis: 235x155x15 mm, weight: 325 g, black & white illustrations
  • Išleidimo metai: 03-Feb-2016
  • Leidėjas: Kogan Page Ltd
  • ISBN-10: 0749474882
  • ISBN-13: 9780749474881 (Naujas leidimas: 9780749493189)
Kitos knygos pagal šią temą:
  • Formatas: Paperback / softback, 216 pages, aukštis x plotis x storis: 235x155x15 mm, weight: 325 g, black & white illustrations
  • Išleidimo metai: 03-Feb-2016
  • Leidėjas: Kogan Page Ltd
  • ISBN-10: 0749474882
  • ISBN-13: 9780749474881 (Naujas leidimas: 9780749493189)
Kitos knygos pagal šią temą:
Understanding how employees' brains work has lasting impact in terms of meeting business objectives and becoming an employer of choice. Neuroscience for Organizational Change helps businesses understand why employees find organizational change difficult and what they need from work relationships to perform at their best. Providing practical examples of how to apply these insights, the book enables organizations to improve performance as well as support the mental and emotional well-being of employees. Drawing on examples from big-name organizations such as Lloyds Banking Group, Department for Business, Innovation and Skills, Orbit Housing Group and BAE Systems, Neuroscience for Organizational Change looks at the need for social connection at work, the essential role that leaders and managers play, how best to manage emotions and reduce bias to avoid making flawed decisions, and why we need communication, involvement and storytelling to help us through change. It also sets out a new science-based planning tool, SPACES, to enhance motivation.

Recenzijos

"Hilary Scarlett has done an excellent job of translating hard science into practical steps.... The wealth of insights provided by this book will make a feast of reading for all leaders whose desire to keep the organisation in 'flow'."--Dr Mee-Yan Cheung-Judge, Dean of the European NTL Organisation Development Certificate "Those looking to understand how organisational change can be led in a psychologically enlightened or 'brain friendly' way should find this book rich and useful."--CIPD Book Review by Jonny Gifford "This is one of the most stimulating books I have read in a long time. It's essential reading for any leader who wants to understand and get the best out of their people."--Colin Byrne, CEO Weber Shandwick UK & EMEA "I learned a lot from reading this wise book - for my job, for my team and for myself. It just all makes so much sense. In these fiercely logical but friendly and practical pages, I found a clear and compelling argument for managing change in a more thoughtful, informed and ultimately human way."--Clare Barclay, Group Senior Manager, Internal and Digital Communications, John Lewis Partnership "Full of practical advice, this will be a useful book for anyone wanting to become a better manager, and for leaders with the vision to build a more positive workplace."--Jo Swinson, Minister for Employment Relations 2012-2015 "A brilliant read for anyone leading change. This book really helps you understand how people tick and is packed full of practical advice to guide people through uncertainty and have change land successfully."--Mairi Doyle, Director of Internal Communications, Bupa "This book is a great synthesis of scientific research and practical implementation."--Vincent Walsh, Professor of Human Brain Research, University College London "This book is an important contribution to the increasing focus on productivity and on employees' emotional and mental welfare."--David MacLeod, OBE, Co-chair of Engage for Success

Daugiau informacijos

Offers practical science-based advice on engaging and supporting employees during times of change Includes examples of what has actually worked in real organizations including Lloyds Banking Group, Department for Business, Innovation and Skills, Orbit Housing Group and BAE Systems. Provides the evidence that some of what is already being done in organizations is really getting results, and so helps the HR practitioner to prove their worth Includes questions and check-lists at the end of each chapter to help the reader to find their own solutions for creating a more engaged mindset in their organization during change, based on a better understanding of the brain
Preface viii
Acknowledgements ix
PART ONE The Challenge
1(34)
01 Introduction to neuroscience
3(12)
Why should organizations be interested in neuroscience?
3(3)
Key moments in the history of neuroscience
6(4)
Caveat
10(2)
About this book -- how will it help?
12(1)
Summary of key points from this chapter
13(1)
References
13(2)
02 Brain facts is Our brains
15(12)
Fundamental facts and principles about our brains
18(6)
Some key parts of the brain - the cortical lobes
24(1)
Summary of key points from this chapter
25(1)
References
26(1)
03 Why our brains don't like organizational change
27(8)
Why our brains don't like change
28(2)
The impact of change on our brains
30(3)
Summary of key points from this chapter
33(1)
References
34(1)
PART TWO WHAT CAN WE DO?
35(166)
04 Performing at our best during change
37(20)
The science
37(9)
What can we do? Solutions and examples of what other leaders have done
46(7)
Summary of key points from this chapter
53(1)
Reflections and planning
54(1)
References
55(2)
05 Our social brains
57(22)
The science
59(8)
What can we do? Solutions and examples of what other leaders have done
67(6)
Summary of key points from this chapter
73(2)
Reflections and planning
75(2)
References
77(2)
06 Managing emotions during change
79(32)
Emotions -- what are their use?
79(2)
Why does this chapter matter?
81(1)
The science
82(14)
What can we do? Solutions and examples of what other leaders have done
96(7)
Summary of key points from this chapter
103(2)
Reflections and planning
105(2)
References
107(4)
07 Decision-making and bias
111(26)
The science
112(14)
What can we do? Solutions and examples of what other leaders have done
126(6)
Summary of key points in this chapter
132(2)
Reflections and planning
134(1)
References
135(2)
08 Communication, involvement and the role of storytelling
137(28)
The science
139(12)
What can we do? Solutions and examples of what other leaders have done
151(6)
Summary of key points in this chapter
157(3)
Reflections and planning
160(2)
References
162(3)
09 Planning change with the brain in mind
165(20)
Change requires more energy than staying as we are
165(1)
Change models
166(8)
What can we do? Solutions and examples of what other leaders have done
174(3)
Summary of key points in this chapter
177(1)
Reflections and planning
178(4)
References
182(3)
10 Applying neuroscience in the organization
185(16)
Content of the masterclass
186(4)
What did the leaders do?
190(9)
Summary of key points in this chapter
199(1)
References
200(1)
Index 201
Hilary Scarlett is a consultant, writer, speaker and director of Scarlett & Grey. Her work on the development of people-focused change management programmes, coaching and employee engagement has spanned Europe, the US and Asia. She is currently conducting research on applied neuroscience with four major organizations in the private and public sectors. Hilary also has been working with Professor Walsh of University College London to apply cognitive neuroscience to practical management tools.