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The Dynamics of Business Behavior : An Evidence-Based Approach to Managing Organizational Change.
- Format:
- Book
- Author/Creator:
- Ben Barrah, Beirem.
- Language:
- English
- Subjects (All):
- Organizational change--Management.
- Organizational change.
- Organizational behavior.
- Physical Description:
- 1 online resource (291 pages)
- Edition:
- 1st ed.
- Place of Publication:
- Newark : John Wiley & Sons, Incorporated, 2024.
- Summary:
- "Science has revealed so much about how we can create more effective organizations with a human-centric and evidence-based approach. The Dynamics of Business Behavior curates the insights and interventions from behavioral psychology and neuroscience that any professional should know, especially if they are leaders or work in Management, P&O/HR, or Innovation. The current iteration of the book has three parts: 1. The science of the brain and behavior, 2. The brain and behavior in organizations, and 3. evidence-based change interventions. Part 1: Demystifies the core of behavioral science/neuroscience to lay the groundwork for readers. For example, the history of behavioral science, the fundamentals of the brain and behavior, and how to think like a behavioral scientist. Part 2: Investigates how the brain and behavior relates to business, including topics like change management, management and leadership, people and organization, growth, marketing, sales, and innovation. Part 2 will include common initiatives, case studies, common myths, new opportunities, and insights from interviews with industry professionals and behavioral scientists. Part 3: Features practical applications for readers. Part 3 will include practical how-to guides and instructions for implementation featuring evidence-based and human-centric interventions for change"-- Provided by publisher.
- Contents:
- Cover
- Title Page
- Copyright Page
- Contents
- Foreword
- Preface
- Acknowledgments
- Introduction
- Who Is This Book For?
- Why Behavioral Science Matters in Change Management
- The Challenges of Applying Science
- Behaviorally Informed Change Management
- The Academic, Practitioner, and Entrepreneur
- Unique Insights from 40-Plus Interviews
- How to Read This Book
- Part I Bridging Two Disciplines
- Chapter 1 Managing Organizational Change
- A History of Organizational Change Management (OCM)
- Pre-1960s: "What Do You Mean Change Management?"
- The 1960s and 1970s: "Can We Structure This Process?"
- The 1980s and 1990s: "What's with the Resistance?"
- Start of the 21st Century: "How Do We Deal with This Barrage of Change?"
- The Evolution of OCM
- The Drivers of Change
- The Audio Technician
- The Success Rate of Organizational Change Projects
- Six Change Areas
- Connecting the Change Areas
- Recognizing Who Is Responsible
- Recurring Challenges in Change Management
- Change Fatigue or Continuous Change
- Reinforcing Change
- Implementing Change
- Making Time for Reflection
- Prioritizing Change Management
- Balancing Short-Term and Long-Term Change
- Conclusion
- Chapter 2 Think Like a Behavioral Scientist
- A Brief History of Behavioral Science
- The 1950s to 1970s: The Academic Foundation
- The 1980s to 1990s: The Early Years
- The 2000s: Going Mainstream
- The 2010s: Integration into Business Practices
- The 2020s: The Era of Behavioral Science
- BeSci Explained
- Use Cases of BeSci
- Business Strategy
- Marketing and Consumer Behavior
- Product Design and User Experience
- Finance and Risk Management
- Human Resources
- Organizational Change
- Mindset: BeSci as a Lens
- Bounded Rationality and Dual Processing Theories
- Cognitive Biases.
- Interventions, Nudges, and Choice Architecture
- Frameworks: BeSci as a Tool
- Methodology: BeSci as an Approach
- Chapter 3 Behaviorally Informed Change Management
- What Is Behaviorally Informed Change Management?
- Cultural Change as Behavioral Change
- Use Cases of Behaviorally Informed Change Management
- Change Fatigue
- Mergers and Acquisitions and the Role of Culture
- Diversity, Equity, and Inclusion
- Organizational and Individual Resilience
- Chapter 4 Evidence-Based Change Interventions
- What Are Evidence-Based Change Interventions?
- What Is an Intervention and What Makes It Evidence-Based?
- The Role of Evidence in Selecting Effective Interventions
- Experimentation, Testing, and Iteration
- The Emergence of a Shared Underlying Framework
- The Necessity of Prioritizing Change
- Embedding Priorities into Behavior and Habit Formation
- Reinforcing the Change by Tweaking Systems
- Part II Eighteen Interventions for Six Change Areas
- Chapter 5 Planning and Risk Management
- Planning and Risk Interventions
- On Biases in Planning and Risk Management
- Mitigating Unseen Risks with a Premortem
- Reducing Cost Overruns with Reference-Class Forecasting
- Calibrating the Desired Degree of Risk
- Using "Whole System in the Room" for Strategic Risk Management in Change
- Chapter 6 Narrative and Communication
- Narrative and Communication Interventions
- The Importance of a Strong Narrative and Open Communication
- Current Approaches to Narrative and Communication
- On Biases in Narrative and Communication
- Engaging Storytelling with the Public Narrative
- Collecting Information and Feedback on Your Narrative
- Tailoring and Communicating Your Narrative with the 30-3-30-3
- Strategic Focus in Change Communication.
- MINDSPACE: An Evidence-Based Tool for Communicating Change
- Chapter 7 Leadership Support
- Leadership Support Interventions
- Current Approaches to Leadership Support
- On Biases in Leadership Support
- Real-World Challenges in Leadership Support
- Facilitate Role-Modeling (or Anything Else) with If-Then Plans
- If-Then Plans in the Wild
- Interventions for Senior Leaders
- Re-Anchoring for Fact-Based Allocation of Resources
- Re-Anchoring in the GreenTech Scenario
- Gradual Escalation of Commitment
- Chapter 8 Stakeholder Engagement
- Stakeholder Engagement in Change Management
- Stakeholder Engagement Interventions
- On Biases in Stakeholder Engagement
- The Importance of Psychological Safety
- Cultivating Psychological Safety
- Understanding Your Stakeholders Beyond the Org Chart
- Organizational Network Analysis
- Navigating Resistance
- Engaging Resistance Through Constructive Conflict: Red-Blue Team
- Chapter 9 Measuring Change
- Measuring the Impact of Change
- Measuring Change Interventions
- Measuring the Hard and Soft Sides of Change
- Good Metrics Follow the Use Case
- On Biases in Measuring Change
- Beyond the Net Promoter Score
- Measuring Behavioral Change
- Watermelon Project Dashboards
- Applying Scientific Rigor: A/B Testing Your Change Initiatives
- Chapter 10 Learning and Development
- What Is L&
- D?
- The L&
- D Journey of dsm-firmenich
- Learning and Development Interventions
- The Importance of L&
- D in Change Management
- Current Approaches to L&
- D
- On Biases in Learning and Development
- Enhancing Learning Agility Amid Change with a Growth Mindset
- Going to the Gemba
- Integrating Developmental KPIs: A Learning-Driven Approach
- Conclusion: Toward Behaviorally Informed Organizations
- Notes.
- About the Authors
- Index
- EULA.
- Notes:
- Includes index.
- Description based on publisher supplied metadata and other sources.
- ISBN:
- 9781394196579
- 1394196571
- OCLC:
- 1425947430
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