Robert A. Snyder

The Social Cognitive Neuroscience of Leading Organizational Change

TiER1 Performance Solutions' Guide for Managers and Consultants

• Broschiertes Buch

Produktbeschreibung

In a very understandable, practical, and accessible manner, this book applies recent groundbreaking findings from behavioral neuroscience to the most complex and vexing challenges in organizations today. In particular, it addresses managing large-scale organizational changes, such as mergers and acquisitions, providing lessons and tactics that can be usefully applied to in many different settings. In addition to discussing successful practices, it also identifies the reasons that most past comprehensive, long-term change projects have failed and unmasks the counterproductive effects of the typical evolutionary or emotion-based attempts to change group and individual behavior, using neuroscience as its principal tool.

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Produktdetails

• Verlag: Routledge
• Seitenzahl: 240
• Erscheinungstermin: 7. März 2016
• Englisch
• Abmessung: 229mm x 152mm x 13mm
• Gewicht: 354g
• ISBN-13: 9781138859869
• ISBN-10: 1138859869
• Artikelnr.: 43673207

Autorenporträt

Robert A. Snyder holds a Ph.D. in Organizational Psychology from the University of Maryland and is Professor of Management in the Haile/U.S. Bank College of Business at Northern Kentucky University. Over the last 40 years, he has consulted on performance improvement and learning effectiveness issues with over 100 private and public sector organizations. Dr. Snyder is the winner of the 2016 Michael A. and Elizabeth Ruane National Prize for Innovation in Business Education Writing. He also received The 2015 Fritz Roethlisberger Memorial Award for his writing in The Journal of Management Education.

Inhaltsangabe

1. Introduction to Organizational Change and Change Leadership 2. The Brain
and Human Behavior at Work (and Everywhere Else) Part I: The Infrastructure
of Enterprise-Wide Organizational Change Management 3. Sponsorship,
Governance and Implementation Structure 4. Dedicated Resources 5.
Communication, Culture and Campaigns Part II: Implementation Issues and
Challenges: How to "do" Change Leadership 6. Understanding and Overcoming
Resistance to Change; Building Buy-in 7. Assuring Meeting Effectiveness 8.
Planning and Designing Training with the Brain in Mind 9. Measurement and
Metrics with the Brain in Mind 10. Performance Alignment and Improvement
via Feedback 11. Sustaining Changed Behavior: The Best and Second Best Ways
to Look at the Issue Part III: Application and Anticipation 12. The TiER1
Performance Solutions' Change Leadership Model and Methology 13. The Future
of Organizational Change Leadership