Neuroscience for Organizational Change

Draw on evidence from neuroscience to help ensure effective and successful organizational change by improving employee engagement, productivity and resilience.

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, 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 collaboration to help us through change. Practical tips and reflections can be found throughout, as well as examples of how these insights have been applied at organizations such as Lloyds Banking Group and PepsiCo. The book also sets out a science-based planning model, SPACES, to enhance engagement. This updated edition of Neuroscience for Organizational Change contains a new chapter on Neurodiversity and Change for organizations as they become aware of the need to create an environment where all employees can perform at their best. It also features revised content reflecting the latest insights and developments in AI, and updated real world examples, giving a long-term view of the benefits of applying neuroscience in organizations.

New to this edition: A new chapter on Neurodiversity and Change, discussion of AI, as well as new interactive reflection points at the end of each chapter.

Auteur
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.

Contenu

• • Chapter - 01: Introduction why the world needs top-performing teams and the argument for team coaching;
  • Chapter - 02: Beyond tools and techniques why is a team coach's 'way of being' so important?;
  • Chapter - 03: Team coaching frameworks, models and approaches introducing the 'Creating the Team Edge' framework;
  • Chapter - 04: The purpose driven team why does being purpose driven matter so much?;
  • Chapter - 05: Team identity why is team identity so important?;
  • Chapter - 06: Team values and beliefs why are team values and beliefs so important?;
  • Chapter - 07: Team awareness why is it important to develop awareness both in and beyond a team?;
  • Chapter - 08: Team relatedness why is building trust and connection so important?;
  • Chapter - 09: Team ways of working how can teams keep reinventing how they work together?;
  • Chapter - 10: Team transformation what do teams need to do to become transformational?;
  • Chapter - 11: Developing Team Coaches and Leaders Developing your team coaching practice;
  • Chapter - 12: Neurodiversity and Change create an environment where employees perform best;
  • Chapter - 13: Conclusion what does the future require of team coaching?