The Science of Successful Organizational Change

The Science of Successful Organizational Change

  • Ranked #1 on Amazon books on organizational change in 2015; compared with Switch, The Fifth. Discipline, and The Halo Effect; readers say “brings change management into the 21st century”, and “the best book on change I’ve ever read.
  • Links the science of human change to the science of changing businesses and debunks management myths.
  • Highlights 21st century research that leaders can use on change strategy, business-agility, agile cultures, and change leadership in a VUCA world.
  • Brings research on the behavior change, behavioral economics, psychology of risk, cognitive biases, the human side of analytics, and choice architecture to the expert change community.
  • Offers practical tools for influencing with facts, countering cognitive biases, and changing behaviors.
  • Answers today's big change questions: how do risk and complexity affect change strategy; why do some companies deliver 75% change success rates, and some 15%; what do leaders need to do to get maximum value from "big-data" implementations; could understanding cognitive biases have prevented the Deepwater Horizon disaster or Wall Street's 2008 collapse?
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Insights on Change Agility

  • "Sound change strategy in a change-agile organization will obviate the need for much of what today called change management."
  • "By understanding the limits of rationality, leaders can act like the sharpshooter correcting for wind velocity, or a yachtsman correcting for the tide."
  • "Neo-behaviorists pass control of behavior to the enviroment - and realize that sometimes you act your way into a new way of thinking, rather than think your way inot a new way of acting."
  • “Leaders must adjust their decisions to account for cognitive biases and faulty risk assessments of their followers.”
  • “Change management is too important to be left to specialists.”
  • “You need a culture of growers, not knowers.”
  • “The world of change and leadership is dominated by pop psychology and myth.”

Introduction

I. Failed Change - the greatest preventable cost to business

Change-Agility

II. From Change-Fragility to Change-Agility

Change-Strategy

III. Governance and the Psychology of Risk

IV. Decision-Making in Complex and Ambiguous Environments

Change Tactics

V. Misunderstanding Human Behavior

VI. Changing Behaviors in the 21st Century

VII. Changing Hearts and Minds in the 21st Century

Change Leadership

VII. Leading with Science

What Readers Say

"The best book on change I have ever read. Paul Gibbons draws from his extensive experience in change management in big businesses and blends it beautifully with his knowledge of philosophy, psychology, neuroscience and even derivative trading to produce a highly readable science-based and ground breaking study of what has gone right and wrong in managing change in the business arena."

--David Bennett Former CEO Alliance & Leicester PLC

"In my 25 years of working with teams and organizations, this is the first book that actually uses science as the foundation of how organizations learn and develop rather than platitudes and well-worn but erroneous beliefs. One of Gibbons’ strengths is his willingness to tell it like it is no matter how sacred the cow. This work will be used by businesses and consultants for many years to come."

--Professor Jeffrey Pfeffer Thomas D. Dee II Professor of Organizational Behavior, Stanford Business School

"In my 25 years of working with teams and organizations, this is the first book that actually uses science as the foundation of how organizations learn and develop rather than platitudes and well-worn but erroneous beliefs. One of Gibbons’ strengths is his willingness to tell it like it is no matter how sacred the cow. This work will be used by businesses and consultants for many years to come."

--Curtis Watkins Master Coach

"Paul Gibbons has made a valuable contribution to the store of knowledge on change strategy and strategic decision making. By applying the latest findings from the science of decision making to his 25 years of practical in-the-trenches experience counseling executive teams, Gibbons has enabled anyone engaged in strategic decision making to raise their game."

--Dan Sweeney Director, Institute for Enterprise Ethics, Daniels College of Business, University of Denver

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