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

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 wellbeing to successfully manage periods of uncertainty.

Drawing on the latest scientific research, the third edition of Neuroscience for Organizational Change brings the work of neuroscientists out of the lab and into the workplace in a practical and accessible way. It explores the need for social connection at work, how best to manage emotions, how to top up our mental energy, what influences our behaviour and our decision-making and why we need communication, involvement and collaboration to help us through change.

This updated edition features a new chapter on neurodiversity and psychological safety, as well as new content based on the latest fascinating insights from neuroscience such as the impact of interoception on our decision-making, how to create a 'challenge' mindset at work, what makes us more receptive to feedback and the role of interbrain synchronization in team performance and collaboration. Full of practical tips, interviews and examples of how these insights have been applied from organizations such as PepsiCo, the Neurodiversity Employee Resource Group at Philips and the UK's Office for National Statistics, this essential guide provides a long-term view of the benefits of applying neuroscience in organizations.

Autoren/Hrsg.

Scarlett, Hilary

Fachgebiete

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

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.