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

4.36 avg rating
( 14 ratings by Goodreads )
 
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. 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.

"synopsis" may belong to another edition of this title.

Product Description:

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.

From the Back Cover:

The VUCA (Volatile, Uncertain, Complex, and Ambiguous) World Demands Change-Agile Businesses


Turbulent environments demand constant change, but the mindset, skills, and behaviors taught to business leaders are unhelpful and sometimes flatly misleading. What is more, many high-profile approaches to change do not help: they are based on untested belief systems, unreliable methods, and psychological myth.


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.

  • Leading people through change: Tactics from 21st century human sciences
    Getting beyond flawed “pop psychology”–and failed “pop leadership”
  • New ways to change behavior–without coercion (carrots and sticks)
    Preserving dignity and autonomy, avoiding coercion or paternalism–and succeeding
  • A new science of changing hearts and minds
    Reconceiving resistance, handling social complexity, using facts, and leveraging metacognition
  • Leading with science: The emergence of evidence-based management
    From “anti-scientific” management to experiment, hypothesis testing, and analytics

RETHINK EVERYTHING YOU KNOW ABOUT CHANGE

  • Discard metaphors such as “carrots and sticks,” “burning platforms,” the “soft side” of business, and “resistance,” all of which destroy effectiveness
  • Think about the risk, the true costs, and the results of change programs in a completely new way
  • Turn new insights from mindfulness, behavioral economics, complexity theory, and analytics into practical tools
  • Discard pseudoscience, and pop psychology as guides for how people in business behave
  • Make the shift towards greater accountability, scientific validity, and measurement
  • Replace change management with change agility and change leadership

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.

"About this title" may belong to another edition of this title.

Top Search Results from the AbeBooks Marketplace

1.

Paul Gibbons
Published by Pearson Education (US), United States (2015)
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Hardcover Quantity Available: 1
Seller
The Book Depository
(London, United Kingdom)
Rating
[?]

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 # AAC9780134000336

More Information About This Seller | Ask Bookseller a Question

Buy New
35.10
Convert Currency

Add to Basket

Shipping: FREE
From United Kingdom to U.S.A.
Destination, Rates & Speeds

2.

Gibbons, Paul
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Quantity Available: 5
Seller
GreatBookPrices
(Columbia, MD, U.S.A.)
Rating
[?]

Book Description Book Condition: New. Bookseller Inventory # 22092495-n

More Information About This Seller | Ask Bookseller a Question

Buy New
34.53
Convert Currency

Add to Basket

Shipping: 2.06
Within U.S.A.
Destination, Rates & Speeds

3.

Paul Gibbons
Published by Pearson Education (US), United States (2015)
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Hardcover Quantity Available: 1
Seller
The Book Depository US
(London, United Kingdom)
Rating
[?]

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 # AAC9780134000336

More Information About This Seller | Ask Bookseller a Question

Buy New
36.66
Convert Currency

Add to Basket

Shipping: FREE
From United Kingdom to U.S.A.
Destination, Rates & Speeds

4.

Paul Gibbons
Published by Pearson Education (2015)
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Quantity Available: 1
Seller
Pbshop
(Wood Dale, IL, U.S.A.)
Rating
[?]

Book Description Pearson Education, 2015. HRD. Book Condition: New. New Book.Shipped from US within 10 to 14 business days. Established seller since 2000. Bookseller Inventory # IB-9780134000336

More Information About This Seller | Ask Bookseller a Question

Buy New
34.07
Convert Currency

Add to Basket

Shipping: 3.12
Within U.S.A.
Destination, Rates & Speeds

5.

Gibbons, Paul
Published by Prentice Hall (2015)
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Quantity Available: 3
Seller
Paperbackshop-US
(Wood Dale, IL, U.S.A.)
Rating
[?]

Book Description Prentice Hall, 2015. HRD. Book Condition: New. New Book. Shipped from US within 10 to 14 business days. Established seller since 2000. Bookseller Inventory # KB-9780134000336

More Information About This Seller | Ask Bookseller a Question

Buy New
34.07
Convert Currency

Add to Basket

Shipping: 3.12
Within U.S.A.
Destination, Rates & Speeds

6.

Paul Gibbons
Published by Pearson Education (2015)
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Quantity Available: 1
Seller
Books2Anywhere
(Fairford, GLOS, United Kingdom)
Rating
[?]

Book Description Pearson Education, 2015. HRD. Book Condition: New. New Book. Shipped from US within 10 to 14 business days. Established seller since 2000. Bookseller Inventory # IB-9780134000336

More Information About This Seller | Ask Bookseller a Question

Buy New
30.88
Convert Currency

Add to Basket

Shipping: 9
From United Kingdom to U.S.A.
Destination, Rates & Speeds

7.

Gibbons, Paul
Published by Pearson FT Press
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Quantity Available: 5
Seller
RentSkate
(Richardson, TX, U.S.A.)
Rating
[?]

Book Description Pearson FT Press. Book Condition: New. 0134000331 NEW US Edition COLLEGE TEXTBOOK - Let Us Take Care Of Your Textbook Needs - WE DO NOT SHIP TO AK OR HI - If you have any specific needs please contact us through the appropriate marketplace. We ship all orders within 1 business day. Bookseller Inventory # SKU011965

More Information About This Seller | Ask Bookseller a Question

Buy New
36.90
Convert Currency

Add to Basket

Shipping: 3.12
Within U.S.A.
Destination, Rates & Speeds

8.

Gibbons, Paul
Published by Pearson FT Press (2015)
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Hardcover Quantity Available: 1
Seller
Murray Media
(North Miami Beach, FL, U.S.A.)
Rating
[?]

Book Description Pearson FT Press, 2015. Hardcover. Book Condition: New. Bookseller Inventory # 0134000331

More Information About This Seller | Ask Bookseller a Question

Buy New
42.03
Convert Currency

Add to Basket

Shipping: 2.33
Within U.S.A.
Destination, Rates & Speeds

9.

Paul Gibbons
Published by Pearson FT Press
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Hardcover Quantity Available: 3
Seller
BuySomeBooks
(Las Vegas, NV, U.S.A.)
Rating
[?]

Book Description Pearson FT Press. Hardcover. Book Condition: New. Hardcover. 240 pages. 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. Youll 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. Youll 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 historys 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 whove made change work. You need Paul Gibbons The Science of Organizational Change . This item ships from multiple locations. Your book may arrive from Roseburg,OR, La Vergne,TN. Hardcover. Bookseller Inventory # 9780134000336

More Information About This Seller | Ask Bookseller a Question

Buy New
42.21
Convert Currency

Add to Basket

Shipping: 3.08
Within U.S.A.
Destination, Rates & Speeds

10.

Paul Gibbons
Published by Pearson Education (US)
ISBN 10: 0134000331 ISBN 13: 9780134000336
New Hardcover Quantity Available: 1
Seller
THE SAINT BOOKSTORE
(Southport, United Kingdom)
Rating
[?]

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

More Information About This Seller | Ask Bookseller a Question

Buy New
41.33
Convert Currency

Add to Basket

Shipping: 5.94
From United Kingdom to U.S.A.
Destination, Rates & Speeds

There are more copies of this book

View all search results for this book