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Full Description
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 wellbeing to successfully manage periods of uncertainty.
Drawing on the latest scientific research, the third edition of Neuroscience for Organizational Change brings the work of neuroscientists out of the lab and into the workplace in a practical and accessible way. It explores the need for social connection at work, how best to manage emotions, how to top up our mental energy, what influences our behaviour and our decision-making and why we need communication, involvement and collaboration to help us through change.
This updated edition features a new chapter on neurodiversity and psychological safety, as well as new content based on the latest fascinating insights from neuroscience such as the impact of interoception on our decision-making, how to create a 'challenge' mindset at work, what makes us more receptive to feedback and the role of interbrain synchronization in team performance and collaboration. Full of practical tips, interviews and examples of how these insights have been applied from organizations such as PepsiCo, the Neurodiversity Employee Resource Group at Philips and the UK's Office for National Statistics, this essential guide provides a long-term view of the benefits of applying neuroscience in organizations.
Contents
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;
