Draw on evidence from neuroscience to help ensure effective and successful organizational change by improving employee engagement, productivity and resilience.
Draw on evidence from neuroscience to help ensure effective and successful organizational change by improving employee engagement, productivity and resilience.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
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.
Inhaltsangabe
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?
Chapter - 00: Preface;
Section - ONE: The challenge;
Chapter - 01: Introduction to neuroscience;
Chapter - 02: Brain facts;
Chapter - 03: Why our brains don't like organizational change;
Section - TWO: What can we do?;
Chapter - 04: Performing at our best during change;
Chapter - 05: Our social brains: The role of leaders and managers;
Chapter - 06: Managing emotions during change;
Chapter - 07: Decision-making and bias;
Chapter - 08: Communication, involvement and the role of storytelling;
Chapter - 09: Planning change with the brain in mind;
Chapter - 10: Changing behavior;
Chapter - 11: Planning the working day to maximize productivity;
Chapter - 12: Applying neuroscience in the organization;
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?
Chapter - 00: Preface;
Section - ONE: The challenge;
Chapter - 01: Introduction to neuroscience;
Chapter - 02: Brain facts;
Chapter - 03: Why our brains don't like organizational change;
Section - TWO: What can we do?;
Chapter - 04: Performing at our best during change;
Chapter - 05: Our social brains: The role of leaders and managers;
Chapter - 06: Managing emotions during change;
Chapter - 07: Decision-making and bias;
Chapter - 08: Communication, involvement and the role of storytelling;
Chapter - 09: Planning change with the brain in mind;
Chapter - 10: Changing behavior;
Chapter - 11: Planning the working day to maximize productivity;
Chapter - 12: Applying neuroscience in the organization;
Chapter - 13: Index;
Rezensionen
"This book is a great synthesis of scientific research and practical implementation. It enables readers to understand the science and then apply it to improve both their own performance and that of their teams." Vincent Walsh, Professor of Human Brain Research, University College London
Es gelten unsere Allgemeinen Geschäftsbedingungen: www.buecher.de/agb
Impressum
www.buecher.de ist ein Internetauftritt der buecher.de internetstores GmbH
Geschäftsführung: Monica Sawhney | Roland Kölbl | Günter Hilger
Sitz der Gesellschaft: Batheyer Straße 115 - 117, 58099 Hagen
Postanschrift: Bürgermeister-Wegele-Str. 12, 86167 Augsburg
Amtsgericht Hagen HRB 13257
Steuernummer: 321/5800/1497
USt-IdNr: DE450055826
