The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture

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9780134000336: The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture

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. In The Science of Organizational Change, Paul Gibbons offers the first blueprint for change for that fully reflects the newest advances in neuroscience, behavioral economics, sociology, and complexity theory.

 

Starting with a rigorous and evidence-based understanding of what makes people in organizations tick, he presents a complete framework for organizing your company around successful change. Going broader and deeper than any previous discussion of the subject, Gibbons offers a much needed multi-disciplinary approach that reflects the complex and difficult realities of changing modern organizations. You'll learn:

  • How a deeper understanding of flaws in human decision-making can help you make far better choices when the stakes are largest
  • How new advances in neuroscience have altered best practices in influencing colleagues, negotiating with partners, engaging followers' hearts, minds, and behaviors, and managing resistance
  • How to bring greater meaning and mindfulness to your organization – and reap their benefits
  • How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future – and what to do with this new, more mature understanding
  • How to improve your boardroom, promoting more effective conversations about strategy, ethics, and decision-making
  • What chaos and complexity theories mean in the context of your own business
  • How to create resilient and agile business cultures, and anti-fragile, dynamic business structures

To link science with your "on-the-ground" reality, Gibbons interviews top CEOs who are applying its principles. You'll find case studies from well-known companies like IBM and Shell; "Change Clinics" that directly engage you in solving change dilemmas, and deeply relevant quotations from history's greatest leaders and thinkers.

 

Change will never be easy. To systematically improve your odds, you need science, a framework built on science, and actionable lessons from leaders who've made change work. You need Paul Gibbons' The Science of Organizational Change.

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About the Author:

PAUL GIBBONS (Fort Collins, CO) began his career by earning a degree in neurochemistry, followed by Masters-level study in International Economics and Finance. At 20, he moved to London as a "quant" derivatives trader, working at Salomon Brothers, Morgan Stanley, and First Boston. He eventually became Director of Eurobond Trading for the world's third largest bank, and later its Head of Money Market Sales and Trading. At 28, he resumed doctoral study in neuroscience, and then joined PwC as a strategist and expert on derivatives, advising on trading disasters such as Barings, National Westminster and Long-Term Capital. He then joined PwC's "Strategy, Innovation and Change" think-tank, developed its methodologies in change management, innovation and corporate transformation, and ran its board-level leadership development programs. Gibbons then founded his own firm, Future Considerations, which now competes successfully for leadership development and culture change consulting engagements at top companies. After selling that firm, he joined the University of Wisconsin, Madison as a lecturer, while continuing to coach senior executives worldwide. In 2008, CEO Magazine named him one of two "CEO Super Coaches." He recently published Reboot Your Life: A 12-day Program for Ending Stress, Realizing Your Goals, and Being More Productive.

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Gibbons, Paul
Published by Pearson Education (US), United States (2015)
ISBN 10: 0134000331 ISBN 13: 9780134000336
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Book Description Pearson Education (US), United States, 2015. Hardback. Book Condition: New. 230 x 162 mm. Language: English . Brand New Book. 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: * How the VUCA (Volatile, Uncertain, Complex, and Ambiguous) world affects the scale and pace of change in today s businesses * How understanding of flaws in human decision-making can help leaders guide their teams toward wiser strategic decisions when the stakes are largest-including when to trust your guy and when to trust a model and when all of us are smarter than one of us * How new advances in neuroscience have altered best practices in influencing colleagues; negotiating with partners; engaging followers hearts, minds, and behaviors; and managing resistance * How leading organizations are making use of the science of mindfulness to create agile learners and agile cultures * How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future-and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world * What complexity theory means for decision-making in the context of your own business * How to create resilient and agile business cultures and anti-fragile, dynamic business structures 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. Bookseller Inventory # AAK9780134000336

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Gibbons, Paul
Published by Pearson Education (US), United States (2015)
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Hardcover Quantity Available: 10
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Book Description Pearson Education (US), United States, 2015. Hardback. Book Condition: New. 230 x 162 mm. Language: English . Brand New Book. 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: * How the VUCA (Volatile, Uncertain, Complex, and Ambiguous) world affects the scale and pace of change in today s businesses * How understanding of flaws in human decision-making can help leaders guide their teams toward wiser strategic decisions when the stakes are largest-including when to trust your guy and when to trust a model and when all of us are smarter than one of us * How new advances in neuroscience have altered best practices in influencing colleagues; negotiating with partners; engaging followers hearts, minds, and behaviors; and managing resistance * How leading organizations are making use of the science of mindfulness to create agile learners and agile cultures * How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future-and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world * What complexity theory means for decision-making in the context of your own business * How to create resilient and agile business cultures and anti-fragile, dynamic business structures 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. Bookseller Inventory # AAK9780134000336

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Gibbons, Paul
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Book Description Pearson Education (US). Hardback. Book Condition: new. BRAND NEW, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture, Paul Gibbons, 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: * How the VUCA (Volatile, Uncertain, Complex, and Ambiguous) world affects the scale and pace of change in today's businesses * How understanding of flaws in human decision-making can help leaders guide their teams toward wiser strategic decisions when the stakes are largest-including "when to trust your guy and when to trust a model" and "when all of us are smarter than one of us" * How new advances in neuroscience have altered best practices in influencing colleagues; negotiating with partners; engaging followers' hearts, minds, and behaviors; and managing resistance * How leading organizations are making use of the science of mindfulness to create agile learners and agile cultures * How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future-and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world * What complexity theory means for decision-making in the context of your own business * How to create resilient and agile business cultures and anti-fragile, dynamic business structures 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. Bookseller Inventory # B9780134000336

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