Organizational change can be unpredictable and stressful. With a better understanding of what our brains need to focus and perform at their best, organizations and leaders can increase employee engagement, productivity and welfare in such periods of uncertainty. Drawing on the latest scientific research and verified by an independent neuroscientist, Neuroscience for Organizational Change explores the need for social connection at work, how best to manage emotions and reduce bias, and why we need communication, involvement and storytelling to help us through change. Practical tips and suggestions can be found throughout, as well as examples of how to apply these insights from organizations such as BAE Systems, Morgan Stanley and The Home Office (UK). The book also sets out a new practical science-based planning model, SPACES, to enhance engagement.
This updated second edition of Neuroscience for Organizational Change contains new chapters on planning the work day with the brain in mind and embarking on, and sustaining, personal change, as well as updated wider content and further case studies.