Every leader understands the burning need for change–and every leader knows how risky it is, and how often it fails. To make organizational change work, you need to base it on science, not intuition. Despite hundreds of books on change, failure rates remain sky high. Are there deep flaws in the guidance change leaders are given? While eschewing the pat answers, linear models, and change recipes offered elsewhere, Paul Gibbons offers the first blueprint for change that fully reflects the newest advances in mindfulness, behavioral economics, the psychology of risk-taking, neuroscience, mindfulness, and complexity theory.
Change management, ostensibly the craft of making change happen, is rife with myth, pseudoscience, and flawed ideas from pop psychology. In Gibbons’ view, change management should be “euthanized” and replaced with change agile businesses, with change leaders at every level. To achieve that, business education and leadership training in organizations needs to become more accountable for real results, not just participant satisfaction (the “edutainment” culture).
Twenty-first century change leaders need to focus less on project results, more on creating agile cultures and businesses full of staff who have “get to” rather than “have to” attitudes. To do that, change leaders will have to leave behind the old paradigm of “carrots and sticks,” both of which destroy engagement.
“New analytics” offer more data-driven approaches to decision making, but present a host of people challenges—where petabyte information flows meet traditional decision-making structures. These approaches will have to be complemented with “leading with science”—that is, using evidence-based management to inform strategy and policy decisions.
In The Science of Successful Organizational Change, you'll learn:
To link science with your "on-the-ground" reality, Gibbons tells “warts and all” stories from his twenty-plus years consulting to top teams and at the largest businesses in the world. You'll find case studies from well-known companies like IBM and Shell and CEO interviews from Nokia and Barclays Bank.
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The VUCA (Volatile, Uncertain, Complex, and Ambiguous) World Demands Change-Agile Businesses
The Science of Organizational Change identifies dozens of myths, bad models, and unhelpful metaphors, replacing some with twenty-first century research and revealing gaps where research needs to be done. Paul Gibbons links the origins of theories about change to the history of ideas and suggests that the human sciences will provide real breakthroughs in our understanding of people in the twenty-first century. For example, change fundamentally entails risk, yet little is written for business people about how breakthroughs in the psychology of risk can help change leaders. Change fundamentally involves changing people’s minds, yet the most recent research shows that provision of facts may strengthen resistance.
Gibbons’ explorations of the frontiers of twenty-first century behavioral science will help you build influence, improve communication, optimize decision making, and sustain change.
In complex organizations and systems, there are no silver bullets. But you can shift away from techniques that are harmful or that science says do not work and toward techniques supported by solid evidence.
To make change work, you need to base it on science, not intuition or myth. In this book, Paul Gibbons offers the first blueprint for change that integrates recent advances in neuroscience, mindfulness, behavioral economics, sociology, complexity theory, and analytics.
Rigorously grounded in evidence, this multi-disciplinary approach fully reflects the realities of change in today’s complex organizations. Gibbons offers actionable guidance for every facet of your change initiative–from strategy and planning, through the tactics of changing hearts minds and behaviors, to creating change-agile organizations.
You’ll gain a more mature understanding of how people and systems change. And you’ll learn to apply these insights–increasing resilience, agility, and innovation throughout your organization.
Paul Gibbons has a 35-year career straddling international business and academia. His research and writing explores how philosophy and science can be used to enlighten contemporary business thinking and solve practical business problems, including changing culture, developing leaders, and using analytics and evidence to make strategic decisions. During his 30 years in Europe, he was a derivatives trader, consultant, adjunct professor, and founder/CEO of an award-winning Organization Development consulting firm, Future Considerations. He now writes, teaches, and raises two boys in Colorado.
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