The science of organizational change : how leaders set strategy, change behavior, and create an agile culture /
"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 p...
Guardado en:
| Autor principal: | |
|---|---|
| Formato: | Libro |
| Lenguaje: | Inglés |
| Publicado: |
[Estados Unidos] :
Phronesis Media,
c2019.
|
| Edición: | 2019 ed. |
| Colección: | Leading change in the digital age ;
1. |
| Materias: | |
| Aporte de: | Registro referencial: Solicitar el recurso aquí |
| LEADER | 04175cam a2200385Ia 4500 | ||
|---|---|---|---|
| 001 | 99874329204151 | ||
| 005 | 20220210124927.0 | ||
| 008 | 191004r20192015xxua b 001 0 eng d | ||
| 020 | |a 9780997651232 | ||
| 020 | |a 0997651237 | ||
| 035 | |a (OCoLC)1139495768 | ||
| 035 | |a (OCoLC)on1139495768 | ||
| 040 | |a FIC |c FIC |d OCLCO |d OCLCF |d U@S | ||
| 049 | |a U@SA | ||
| 050 | 4 | |a HD58.8 |b .G53 2019 | |
| 100 | 1 | |a Gibbons, Paul. | |
| 240 | 1 | 0 | |a Science of successful organizational change |
| 245 | 1 | 4 | |a The science of organizational change : |b how leaders set strategy, change behavior, and create an agile culture / |c Paul Gibbons. |
| 250 | |a 2019 ed. | ||
| 260 | |a [Estados Unidos] : |b Phronesis Media, |c c2019. | ||
| 300 | |a xxvi, 418 p. : |b il. ; |c 23 cm. | ||
| 490 | 1 | |a Leading change in the digital age ; |v 1 | |
| 500 | |a Editado originalmente: The science of successful organizational change. Upper Saddle River: Financial Times/Prentice Hall, 2015. | ||
| 504 | |a Incluye referencias bibliográficas (p. 403-418) e índice. | ||
| 505 | 0 | |a Introduction -- 1. Failed change: the greatest preventable cost to business? -- 2. From change fragility to change-agility -- 3. Governance and the psychology of risk -- 4. Decision making in VUCA environments -- 5. Cognitive biases and failed strategies -- 6. Misunderstanding human behavior -- 7. The science of changing behaviors -- 8. The science of changing hearts and minds -- 9. Leading with science. | |
| 520 | |a "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." --Descripción del editor. | ||
| 650 | 0 | |a Organizational change |x Decision making. | |
| 650 | 0 | |a Organizational change |x Psychological aspects. | |
| 650 | 0 | |a Change (Psychology) | |
| 650 | 0 | |a Leadership |x Psychological aspects. | |
| 650 | 7 | |a Cambio organizacional |x Toma de decisiones. |2 UDESA | |
| 650 | 7 | |a Cambio organizacional |x Aspectos psicológicos. |2 UDESA | |
| 650 | 7 | |a Cambio (Psicología) |2 UDESA | |
| 650 | 7 | |a Liderazgo |x Aspectos psicológicos. |2 UDESA | |
| 830 | 0 | |a Leading change in the digital age ; |v 1. | |