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.
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
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;
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;
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;
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
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