Neuroscience for Organizational Change

Hilary Scarlett is a writer, international speaker and consultant on change management and neuroscience. Her work, which has spanned Europe, the US and Asia, concentrates on the development of people-focused change management programmes, employee engagement and well-being. Hilary has been working with neuroscientists at University College London and in the US to apply cognitive neuroscience to practical management tools. She regularly works with leadership teams in the private and public sectors to help them build resilience and successfully introduce change.

Chapter - 00: Preface;


Section - ONE: The challenge;


Chapter - 01: Introduction to neuroscience;
Chapter - 02: Brain facts;
Chapter - 03: Why our brains don’t like organizational change;


Section - TWO: What can we do?;


Chapter - 04: Performing at our best during change;
Chapter - 05: Our social brains: The role of leaders and managers;
Chapter - 06: Managing emotions during change;
Chapter - 07: Decision-making and bias;
Chapter - 08: Communication, involvement and the role of storytelling;
Chapter - 09: Planning change with the brain in mind;
Chapter - 10: Changing behavior;
Chapter - 11: Planning the working day to maximize productivity;
Chapter - 12: Applying neuroscience in the organization;
Chapter - 13: Index;

"This book is a great synthesis of scientific research and practical implementation. It enables readers to understand the science and then apply it to improve both their own performance and that of their teams."

"This is an outstanding read, packed full of compelling evidence and presented in short, digestible chunks with practical suggestions and ideas. It's an invaluable handbook for any HR professional looking to get under the human skin of organisational change and to help them to make sense of the stuff we know intrinsically to be true."

"Hilary Scarlett has produced a fascinating and accessible guide to the science behind our behaviour at work. Full of practical advice, this will be a useful book for anyone wanting to become a better manager, and for leaders with the vision to build a more positive workplace."

"In this second edition, Hilary has added significant insights on behavioural change (both for self and others) as well as clear applications readers can use to maximize their own productivity. This book continues to provide leaders and change agents with a timeless version of how to translate science into practical steps in working with change and leading their people."

"This book is a must-have resource for change practitioners and leaders who want to understand how people process information, what can be done to manage threat and reward responses, and how to lead change. The way we manage change is changing and this book helps us understand that every person travels a unique and personal journey through change that leaders can influence when the right approach is used."

"Filled with pertinent research and generous insight, this book is a pleasure to read. Every professional involved with behavior change should read this book to ensure that they have the latest applied information on the topic. Scarlett has seamlessly integrated the logic for why it is important to change with the realities of how our brains can fight us in changing. Working with behavior change without the scientific knowledge provided in this book is a certain handicap for all genres of change professionals."

"Hilary Scarlett has achieved something remarkable, an immensely readable guide to the way that modern work impacts upon our minds. Anyone wanting to improve the impact of their job on them or their teams will be enthralled by it."

"Change, in all forms, wants to disrupt and do things differently, while our brains prefer a steady state with repetitive actions. Hilary Scarlett has provided a practical, accessible way to understand this reality and improve how we manage our leadership and change needs."