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Neuroscience for Organizational Change
An Evidence-based Practical Guide to Managing Change
Draw on evidence from neuroscience to help ensure effective and successful organizational change by improving employee engagement, productivity and resilience.
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EAN: 9781398621282
Edition: 3
Published:
Format: 234 x 156
360 pages
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About the book
Are you using neuroscience to lead change that improves performance and resilience?
Neuroscience for Organizational Change by Hilary Scarlett is a strategic guide for senior leaders and executives who want to apply the latest brain science to drive engagement, productivity and wellbeing during transformation.
Drawing on cutting-edge research, this third edition translates neuroscience into practical strategies for managing uncertainty, fostering psychological safety and building cultures that adapt and perform. With real-world examples from PepsiCo, Philips' Neurodiversity Employee Resource Group and the UK's Office for National Statistics, it offers proven tools for embedding neuroscience insights into leadership and organizational design.
You'll discover how to:
- Use brain-based strategies to increase focus, collaboration and adaptability
- Apply neuroscience to decision-making, emotional regulation and feedback culture
- Integrate psychological safety and neurodiversity into governance and strategy
- Build leadership approaches that sustain performance through change
With strategic models, expert interviews and real-world applications, Neuroscience for Organizational Change equips senior decision-makers to lead with insight, manage complexity and deliver results in times of change.
Themes include: neuroscience in leadership, organizational change, psychological safety, governance, performance culture
About the authors
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.
Table of 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;
Reviews
Vincent Walsh, Emeritus Professor of Human Brain Research, University College London
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.
Bruce Daisley, bestselling author of Fortitude and The Joy of Work
Hilary Scarlett has achieved something remarkable, an immensely readable guide to the way that modern work impacts upon our minds. Anyone wanting to improve the impact of their job on them or their teams will be enthralled by it.
Richard Deverell, Director, Royal Botanic Gardens, Kew
To me, leadership is fundamentally about change. Yet change, of course, is nearly always resisted and extremely hard to achieve. This excellent book has helped me to understand why this is, and how to respond effectively, thus greatly increasing the likelihood of any change programme being successful.
Paula Leach, Author, Founder & Executive Coach, Vantage Points Consulting
This book interprets fantastically the latest understanding from neuroscience to our working world. From navigating relationships, to dealing with change and stress, the insight, evidence and depth of study enables us all to optimize our potential and that of those around us. This third edition is updated with interesting new research and continues to be a source of great wisdom. A must-read resource for all leaders and aspiring leaders!
Theresa Moulton, Editor-in-Chief, Change Management ReviewTM
Grounded in relevant research and rich with insight, this book is both enlightening and practical. Every professional engaged in behaviour change will benefit from its up-to-date, applied perspective. Hilary Scarlett masterfully bridges the 'why' of change with the 'how' of our brain's resistance to it. To approach behaviour change without the scientific foundation this book offers is to work with an unnecessary disadvantage.
Sophie Bialaszewski, Head of Colleague Experience and Adoption, Lloyds Banking Group
In a world of constant change, understanding how the brain responds is essential for effective leadership. Hilary Scarlett's work powerfully shows why leaders must approach change with empathy, helping them support their teams in smarter, more human ways. This book is an essential guide for anyone who wants to lead with both insight and compassion.
Alison Crosland, Chief Operating Officer, Keating Chambers
The book is clearly written, highly readable, insightful and packed with actionable ideas. The new content on neurodiversity and psychological safety provides guidance that a leader can valuably implement with every team they work with.
Dr Neil Wooding CBE, Civil Service Commissioner and NHS Board Chair
This is an outstanding read, packed full of compelling evidence and generously thought provoking. For any HR professional looking to get under the human skin of organizational change it's a biblical handbook, helping to sense-make the stuff we know intrinsically to be true. This is not just a book about neuroscience, it's a neuroscience enterprise in itself, rich insightful learning, presented in short, digestible chunks and coated with practical suggestions and ideas. Piquing our curiosity and encouraging us to remember every page.
Paul Gibbons, author of The Science of Organizational Change
Hilary Scarlett manages what few do in this space: she brings neuroscience into organizational change without dumbing it down or dressing it up. In a field thick with neuro-myths and brainy buzzwords, this book is both academically robust and intensely useful.
- 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, Emeritus Professor of Human Brain Research, University College London
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