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Leaders need guidance on leading change grounded in the latest science, not 20th-century myths. In this updated 2019 edition of The Science of Organizational Change, Paul takes us on a journey from change mythology, from New Age change ideas, from "reports in drawers", and from pop psychology up to the present. In the first comprehensive treatment of behavioral science in Leaders need guidance on leading change grounded in the latest science, not 20th-century myths. In this updated 2019 edition of The Science of Organizational Change, Paul takes us on a journey from change mythology, from New Age change ideas, from "reports in drawers", and from pop psychology up to the present. In the first comprehensive treatment of behavioral science in business, you'll learn which cognitive biases caused the 2008 Financial Crisis, Enron, and the Deepwater Horizon. Later in the book, you'll discover how evidence-based management is helping leading businesses including Google. There are 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?" Turbulent environments demand constant change, but the mindset, skills, and behaviors taught to business leaders are unhelpful and sometimes flatly misleading. In The Science of Organizational Change, Paul offers the first blueprint for change for that fully reflects the newest advances in mindfulness, behavioral economics, sociology, and complexity theory. The Science of Organizational Change first identifies dozens of change management myths, bad models, and unhelpful metaphors, replacing some with twenty-first-century research. Gibbons links the origins of theories about change to the history of ideas and suggests that the human sciences will provide real breakthroughs in our understanding of people in the twenty-first century. 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, he presents a complete framework for organizing your company around successful change. With case studies from Google, IBM, Shell, British Airways, British Petroleum, HSBC, and Morgan Stanley, Gibbons goes deeper and broader than any previous discussion of the subject. 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 behaviors, 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 humbling those who thought they knew 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 your boardroom, promoting more effective conversations about strategy, ethics, and decision-making. What chaos and complexity theories mean in the context of your own business. How to create resilient and agile business cultures, and anti-fragile, dynamic business structures. 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" and a book that belongs alongside classics such as The Halo Effect, Switch, and the Fifth Discipline - The Science of Organizational Change is a must-read for senior executives and change experts ali


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Leaders need guidance on leading change grounded in the latest science, not 20th-century myths. In this updated 2019 edition of The Science of Organizational Change, Paul takes us on a journey from change mythology, from New Age change ideas, from "reports in drawers", and from pop psychology up to the present. In the first comprehensive treatment of behavioral science in Leaders need guidance on leading change grounded in the latest science, not 20th-century myths. In this updated 2019 edition of The Science of Organizational Change, Paul takes us on a journey from change mythology, from New Age change ideas, from "reports in drawers", and from pop psychology up to the present. In the first comprehensive treatment of behavioral science in business, you'll learn which cognitive biases caused the 2008 Financial Crisis, Enron, and the Deepwater Horizon. Later in the book, you'll discover how evidence-based management is helping leading businesses including Google. There are 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?" Turbulent environments demand constant change, but the mindset, skills, and behaviors taught to business leaders are unhelpful and sometimes flatly misleading. In The Science of Organizational Change, Paul offers the first blueprint for change for that fully reflects the newest advances in mindfulness, behavioral economics, sociology, and complexity theory. The Science of Organizational Change first identifies dozens of change management myths, bad models, and unhelpful metaphors, replacing some with twenty-first-century research. Gibbons links the origins of theories about change to the history of ideas and suggests that the human sciences will provide real breakthroughs in our understanding of people in the twenty-first century. 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, he presents a complete framework for organizing your company around successful change. With case studies from Google, IBM, Shell, British Airways, British Petroleum, HSBC, and Morgan Stanley, Gibbons goes deeper and broader than any previous discussion of the subject. 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 behaviors, 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 humbling those who thought they knew 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 your boardroom, promoting more effective conversations about strategy, ethics, and decision-making. What chaos and complexity theories mean in the context of your own business. How to create resilient and agile business cultures, and anti-fragile, dynamic business structures. 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" and a book that belongs alongside classics such as The Halo Effect, Switch, and the Fifth Discipline - The Science of Organizational Change is a must-read for senior executives and change experts ali

30 review for The Science of Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture (Leading Change in the Digital Age Book 1)

  1. 4 out of 5

    Todd Cheng

    Good Digest of Several Books This book is a good read in the mix of the about 12 others. If you have read “The 5th Discipline”, “Black Swan”, “Machiavelli”, Systems Thinking, Cognitive Bias, and others leaderships and culture books nothing will surprise the reader. However, the book also brings new mental models to the table regarding neurosciences and the authors contrasting research on the topics. It is well organized with key points and a summary at the end of each chapter. Despite the often Good Digest of Several Books This book is a good read in the mix of the about 12 others. If you have read “The 5th Discipline”, “Black Swan”, “Machiavelli”, Systems Thinking, Cognitive Bias, and others leaderships and culture books nothing will surprise the reader. However, the book also brings new mental models to the table regarding neurosciences and the authors contrasting research on the topics. It is well organized with key points and a summary at the end of each chapter. Despite the often heavily quoted and cited topics it is a pleasant read. A hard write I am sure with the mix of topics, but the author choreography helps it to digest.

  2. 4 out of 5

    Emma

    I couldn't finish this book. I am a project manager implementing digital solutions, so the content intrigued me, but there is no way that I can force myself to sit through the pain of continuing to read this book. This book was so poorly edited that it distracted from my ability to focus on the content. Comma misuse runs rampant and punctuation with parentheses is inconsistently applied. I find it utterly ironic that the author frequently berates "the establishment" (i.e. Harvard Business Review I couldn't finish this book. I am a project manager implementing digital solutions, so the content intrigued me, but there is no way that I can force myself to sit through the pain of continuing to read this book. This book was so poorly edited that it distracted from my ability to focus on the content. Comma misuse runs rampant and punctuation with parentheses is inconsistently applied. I find it utterly ironic that the author frequently berates "the establishment" (i.e. Harvard Business Review) for publishing without peer review and by the looks of it the author himself couldn't find anyone to peer review his work from a purely structural and grammatical standpoint, let alone from a content perspective. And then the content...the book is poorly marked with regards to footnotes in order to find the supporting work cited for any given passage of text. This is especially disconcerting when the author inserts his own (holier-than-thou) observations without much delineation between published and documented information and his own ideas that even he admits he has not had the ability to test in reality. I flipped to the bibliography (correct me if I'm wrong, but I thought it was supposed to be "works cited" by now?) and it was poorly formatted for e-reader to the point that it's unusable as a reference for my own investigation. This could be a great book and I do believe the content would be important if written well and properly supported by both supposition and science. However, as it is currently written (and "edited"--there is no way to express how loosely I use that term here), it is difficult to extract any real or actionable value from the book.

  3. 5 out of 5

    Ioana Hreninciuc

    Takes a while to start in earnest, I’d say the first 50-100 pages are pretty bland, but is overall very interesting and informative on the fallacies of organizational change. Helps give a clear view of why change fails & what to do about it.

  4. 4 out of 5

    Catherine

  5. 5 out of 5

    Greg Dunaway

  6. 5 out of 5

    Sophie Patrikios

  7. 4 out of 5

    Carlos J.

  8. 5 out of 5

    Vernon Stinebaker

  9. 4 out of 5

    Rodrigo Bastos

  10. 5 out of 5

    David Lautenschlager

  11. 4 out of 5

    Tristan

  12. 5 out of 5

    Irelda Ceballos

  13. 4 out of 5

    Steven De Landtsheer

  14. 5 out of 5

    John Campbell

  15. 5 out of 5

    Kellie Carter

  16. 4 out of 5

    Alastair Steward

  17. 4 out of 5

    Daniel

  18. 4 out of 5

    Cory Shumate

  19. 4 out of 5

    Dennis Deery

  20. 5 out of 5

    Marcos

  21. 4 out of 5

    Paul Gibbons

  22. 5 out of 5

    Sam Payne

  23. 4 out of 5

    Cee

  24. 5 out of 5

    Keven Wang

  25. 5 out of 5

    Lennie Noiles

  26. 4 out of 5

    Douglas H.

  27. 5 out of 5

    Neo Cholo

  28. 5 out of 5

    Matt Albar

  29. 4 out of 5

    Gabriela Tamez

  30. 4 out of 5

    Lucie Paulet

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