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 an international speaker, consultant and author. Her work has spanned Europe, North America and Asia and focuses on helping leaders in the private and public sectors to introduce change efficiently and effectively. Based in London, UK, she is a member of the British Neuroscience Association and the British Psychological Society.
Inhaltsangabe
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;
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 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;
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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