Scarlett Neuroscience for Organizational Change

An Evidence-based Practical Guide to Managing Change
3. Auflage 2025
ISBN: 978-1-3986-2129-9
Verlag: Kogan Page
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 360 Seiten, Accessible EPUB

Are you using neuroscience to lead change that improves performance and resilience?

Neuroscience for Organizational Change by Hilary Scarlett is a strategic guide for senior leaders and executives who want to apply the latest brain science to drive engagement, productivity and wellbeing during transformation.

Drawing on cutting-edge research, this third edition translates neuroscience into practical strategies for managing uncertainty, fostering psychological safety and building cultures that adapt and perform. With real-world examples from PepsiCo, Philips' Neurodiversity Employee Resource Group and the UK's Office for National Statistics, it offers proven tools for embedding neuroscience insights into leadership and organizational design.

You'll discover how to:

- Use brain-based strategies to increase focus, collaboration and adaptability

- Apply neuroscience to decision-making, emotional regulation and feedback culture

- Integrate psychological safety and neurodiversity into governance and strategy

- Build leadership approaches that sustain performance through change

With strategic models, expert interviews and real-world applications, Neuroscience for Organizational Change equips senior decision-makers to lead with insight, manage complexity and deliver results in times of change.

Themes include: neuroscience in leadership, organizational change, psychological safety, governance, performance culture

Autoren/Hrsg.

Scarlett, Hilary

Fachgebiete

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

Inhaltsverzeichnis

Section - One: The Challenge Chapter - 1: Introduction to neuroscience; Chapter - 2: Brain facts Chapter - 3: Why our brains don't like organizational change Section - Two: What can we do? Chapter - 4: Performing at our best during change; Chapter - 5: Our social brains; Chapter - 6: Managing emotions during change; Chapter - 7: Decision-making, bias and interoception; Chapter - 8: Communication, involvement and the role of storytelling; Chapter - 9: Planning change with the brain in mind; Chapter - 10: Planning change: neurodiversity and psychological safety; Chapter - 11: Changing behaviour; Chapter - 11: Planning the working day to maximize productivity and well-being; Chapter - 13: Applying neuroscience in the organization;

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 an international speaker, consultant and author. Her work has spanned Europe, North America and Asia and focuses on helping leaders in the private and public sectors to introduce change efficiently and effectively. Based in London, UK, she is a member of the British Neuroscience Association and the British Psychological Society.