In this updated 2019 edition of The Science of Organizational Change, Paul Gibbons takes us on a science-grounded enquiry into how effective change takes place.
Offering a new alternative to conventional change management theories, Paul Gibbons offers the first blueprint for change for that fully reflects the newest advances in mindfulness, behavioural economics, sociology, and complexity theory. The Science of Organizational Change first identifies dozens of myths and popular models, replacing many with solid twenty-first-century research.
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 the provision of facts may strengthen resistance.
Starting with a rigorous and evidence-based understanding of what makes people in organizations tick, the book presents a complete framework for organizing companies around successful change.
In this multi-disciplinary treatment of change leadership, you will 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 behaviours, 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 assisting us in preparing for the future – and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world
- How to improve boardrooms, promoting more effective conversations about strategy, ethics, and decision-making
- What chaos and complexity theories mean in the context of business today
- How to create resilient and agile business cultures, and anti-fragile, dynamic business structures
- New concepts such as change-agility that answer the question – “how can organizations be more responsive, so they are the disruptors, rather than the disruptees?”
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; and deeply relevant quotations from history’s greatest leaders and thinkers.
Hailed as “the best book on change in 15 years” – The Science of Organizational Change is a gripping read and must for anyone working in the field of organizational change.