Neuroscience For Organizational Change: An Evidence-based Practical Guide To Managing Change by Hilary ScarlettNeuroscience For Organizational Change: An Evidence-based Practical Guide To Managing Change by Hilary Scarlett

Neuroscience For Organizational Change: An Evidence-based Practical Guide To Managing Change

byHilary Scarlett

Paperback | February 28, 2016

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As the pace of change in organizations increases, leaders and HR personnel must support their employees, show understanding as to why employees might react in a certain way, what they need from their working relationships, and how staff might be better motivated. Neuroscience can offer insights into all these issues.Neuroscience for Organizational Changeshows how to take the findings from neuroscience and put them into action by looking at the importance of communicating change effectively through storytelling, explaining how better understanding of the brain enables better planning of organizational change, managing emotions, and creating a feeling of social connection that employees can draw on for support during times of change. Each chapter includes illustrations, solutions and examples of what other companies have done, and questions/checklist at the end.
Hilary Scarlettis Director of Scarlett & Grey, a communications and change management consulting company. Her work concentrates on the development of people-focused change management programs, coaching, and employee engagement.
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Title:Neuroscience For Organizational Change: An Evidence-based Practical Guide To Managing ChangeFormat:PaperbackDimensions:216 pages, 9 × 6 × 0.68 inPublished:February 28, 2016Publisher:Kogan PageLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0749474882

ISBN - 13:9780749474881

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Table of Contents

Preface
Acknowledgements

Part One The Challenge

01 Introduction to neuroscience

Why should organizations be interested in neuroscience?
Key moments in the history of neuroscience
Caveat
About this book – how will it help?
Summary of key points from this chapter
References

02 Brain facts
Our brains
Fundamental facts and principles about our brains
Some key parts of the brain – the cortical lobes
Summary of key points from this chapter
References

03 Why our brains don’t like organizational change
Why our brains don’t like change
The impact of change on our brains
Summary of key points from this chapter
References

Part Two What can we do?

04 Performing at our best during change
The science
What can we do? Solutions and examples of what other leaders have done
Summary of key points from this chapter
Reflections and planning
References

05 Our social brains
The science
What can we do? Solutions and examples of what other leaders have done
Summary of key points from this chapter
Reflections and planning
References

06 Managing emotions during change
The science
What can we do? Solutions and examples of what other leaders have done
Summary of key points from this chapter
Reflections and planning
References

07 Decision-making and bias
The science
What can we do? Solutions and examples of what other leaders have done
Summary of key points in this chapter
Reflections and planning
References

08 Communication, involvement and the role of storytelling
The science
What can we do? Solutions and examples of what other leaders have done
Summary of key points in this chapter
Reflections and planning
References

09 Planning change with the brain in mind
Change models
What can we do? Solutions and examples of what other leaders have done
Summary of key points in this chapter
Reflections and planning
References

10 Applying neuroscience in the organization
Content of the masterclass
What did the leaders do?
Summary of key points in this chapter
References

Index