ABSTRACT
In a very understandable, practical, and accessible manner, this book applies recent groundbreaking findings from behavioral neuroscience to the most complex and vexing challenges in organizations today. In particular, it addresses managing large-scale organizational changes, such as mergers and acquisitions, providing lessons and tactics that can be usefully applied to in many different settings. In addition to discussing successful practices, it also identifies the reasons that most past comprehensive, long-term change projects have failed and unmasks the counterproductive effects of the typical evolutionary or emotion-based attempts to change group and individual behavior, using neuroscience as its principal tool.
TABLE OF CONTENTS
chapter |16 pages
Introduction to Organizational Change and Change Leadership
chapter |45 pages
The Brain and Human Behavior at Work (and everywhere else)
part |41 pages
The Infrastructure of Enterprise-Wide Organizational Change Management
chapter |5 pages
Sponsorship, Governance and Implementation Structure
chapter |8 pages
Dedicated Resources
chapter |26 pages
Communication, Culture and Campaigns
part |89 pages
Implementation Issues and Challenges: How to “Do” Change Leadership
chapter |24 pages
Understanding and Overcoming Resistance to Change; Building Buy-In
chapter |7 pages
Assuring Meeting Effectiveness
chapter |15 pages
Planning and Designing Training with the Brain in Mind
chapter |8 pages
Measurement and Metrics with the Brain in Mind 1
chapter |12 pages
Performance Alignment and Improvement via Feedback
part |14 pages
Application and Anticipation