The Social Cognitive Neuroscience of Leading Organizational Change

TiER1 Performance Solutions' Guide for Managers and Consultants

Nonfiction, Health & Well Being, Psychology, Occupational & Industrial Psychology, Business & Finance, Human Resources & Personnel Management, Organizational Behavior, Management & Leadership, Leadership
Cover of the book The Social Cognitive Neuroscience of Leading Organizational Change by Robert A. Snyder, Taylor and Francis
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Author: Robert A. Snyder ISBN: 9781317480884
Publisher: Taylor and Francis Publication: March 10, 2016
Imprint: Routledge Language: English
Author: Robert A. Snyder
ISBN: 9781317480884
Publisher: Taylor and Francis
Publication: March 10, 2016
Imprint: Routledge
Language: English

In a very understandable, practical, and accessible manner, this book applies recent groundbreaking findings from behavioral neuroscience to the most complex and vexing challenges in organizations today. In particular, it addresses managing large-scale organizational changes, such as mergers and acquisitions, providing lessons and tactics that can be usefully applied to in many different settings. In addition to discussing successful practices, it also identifies the reasons that most past comprehensive, long-term change projects have failed and unmasks the counterproductive effects of the typical evolutionary or emotion-based attempts to change group and individual behavior, using neuroscience as its principal tool.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

In a very understandable, practical, and accessible manner, this book applies recent groundbreaking findings from behavioral neuroscience to the most complex and vexing challenges in organizations today. In particular, it addresses managing large-scale organizational changes, such as mergers and acquisitions, providing lessons and tactics that can be usefully applied to in many different settings. In addition to discussing successful practices, it also identifies the reasons that most past comprehensive, long-term change projects have failed and unmasks the counterproductive effects of the typical evolutionary or emotion-based attempts to change group and individual behavior, using neuroscience as its principal tool.

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