Organizational change can be unpredictable and stressful. With a better understanding of what our brains need to focus and perform at their best, organizations and leaders can increase employee engagement, productivity and well-being to successfully manage such 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. "In this second edition, Hilary has added significant insights on behavioural change (both for self and others) as well as clear applications readers can use to maximize their own productivity. This book continues to provide leaders and change agents with a timeless version of how to translate science into practical steps in working with change and leading their people."--Dr Mee-Yan Cheung-Judge, Visiting Fellow of Roffey Park Institute UK and the Singapore Civil Service College; voted number one top influential thinker in 2018 by HR Magazine UK "Change, in all forms, wants to disrupt and do things differently, while our brains prefer a steady state with repetitive actions. Hilary Scarlett has provided a practical, accessible way to understand this reality and improve how we manage our leadership and change needs."--David W. Jamieson, Professor and Director of Organization Development & Change Doctorate, University of St Thomas, Minneapolis "This book is a must-have resource for change practitioners and leaders who want to understand how people process information, what can be done to manage threat and reward responses, and how to lead change. The way we manage change is changing and this book helps us understand
Neuroscience for Organizational Change