Neuroscience for Organizational Change

Draw on evidence from neuroscience to help ensure the success of change management programmes by building cultures and designing processes that help people be more innovative, productive and engaged.


Book Details

Dimensions 155 x 235 cm

About The Author

Hilary Scarlett

Is a consultant, writer, speaker and director of Scarlett & Grey. Her work on the development of people-focused change management programmes, coaching and employee engagement has spanned Europe, the US and Asia. She is currently conducting research on applied neuroscience with four major organizations in the private and public sectors. Hilary also has been working with Professor Walsh of University College London to apply cognitive neuroscience to practical management tools.

Understanding how employees’ brains work has lasting impact in terms of meeting business objectives and becoming an employer of choice. Neuroscience for Organizational Change helps businesses understand why employees find organizational change difficult and what they need from work relationships to perform at their best. Providing practical examples of how to apply these insights, the book enables organizations to improve performance as well as support the mental and emotional well-being of employees.

Drawing on examples from big-name organizations such as Lloyds Banking Group, Department for Business, Innovation and Skills, Orbit Housing Group and BAE Systems, Neuroscience for Organizational Change looks at the need for social connection at work, the essential role that leaders and managers play, how best to manage emotions and reduce bias to avoid making flawed decisions, and why we need communication, involvement and storytelling to help us through change. It also sets out a new science-based planning tool, SPACES, to enhance motivation.