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.

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Serie / Reihe: Leading Change in the Digital Age 1

Personen: Gibbons, Paul

Standort: BSP

Schlagwörter: Guidance Leading Change Cognitive Biases Financial Crisis Leading Business