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Neuroscience for Organizational Change
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Table of Contents

    • 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;

About the Author

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.

Reviews

"Neuroscience for Organizational Change is a key resource for managers and consultants in the planning and conduct of neuroscience-based organizational change. Hilary Scarlett provides a comprehensive and practical discussion of the link between neuroscience principles and organizational change. This is a book that you will use again and again."--Walter McFarland, Board Chair emeritus of the Association for Talent Development (ATD) and co-author of Choosing Change

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