Neuroscience For Organizational Change (an Evidence-based Practical Guide To Managing Change)

By (author) Scarlett Hilary
Short description/annotation
Draw on evidence from neuroscience to help ensure effective and successful organizational change by improving employee engagement, productivity and resilience.
Description
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.
Table of contents

• • 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;

Review quote
"This book is a great synthesis of scientific research and practical implementation. It enables readers to understand the science and then apply it to improve both their own performance and that of their teams."
Review quote
"This is an outstanding read, packed full of compelling evidence and presented in short, digestible chunks with practical suggestions and ideas. It''s an invaluable handbook for any HR professional looking to get under the human skin of organisational change and to help them to make sense of the stuff we know intrinsically to be true."
Review quote
"Hilary Scarlett has produced a fascinating and accessible guide to the science behind our behaviour at work. 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."
Review quote
"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."
Review quote
"The additional work in the second edition of Neuroscience for Organizational Change adds an extra d