The Dynamics of Business Behavior An Evidence-Based Approach to Managing Organizational Change
| Autor principal: | |
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| Otros Autores: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Newark :
John Wiley & Sons, Incorporated
2024.
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| Edición: | 1st ed |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009811314706719 |
Tabla de Contenidos:
- Cover
- Title Page
- Copyright Page
- Contents
- Foreword
- Preface
- Acknowledgments
- Introduction
- Who Is This Book For?
- Why Behavioral Science Matters in Change Management
- The Challenges of Applying Science
- Behaviorally Informed Change Management
- The Academic, Practitioner, and Entrepreneur
- Unique Insights from 40-Plus Interviews
- How to Read This Book
- Part I Bridging Two Disciplines
- Chapter 1 Managing Organizational Change
- A History of Organizational Change Management (OCM)
- Pre-1960s: "What Do You Mean Change Management?"
- The 1960s and 1970s: "Can We Structure This Process?"
- The 1980s and 1990s: "What's with the Resistance?"
- Start of the 21st Century: "How Do We Deal with This Barrage of Change?"
- The Evolution of OCM
- The Drivers of Change
- The Audio Technician
- The Success Rate of Organizational Change Projects
- Six Change Areas
- Connecting the Change Areas
- Recognizing Who Is Responsible
- Recurring Challenges in Change Management
- Change Fatigue or Continuous Change
- Reinforcing Change
- Implementing Change
- Making Time for Reflection
- Prioritizing Change Management
- Balancing Short-Term and Long-Term Change
- Conclusion
- Chapter 2 Think Like a Behavioral Scientist
- A Brief History of Behavioral Science
- The 1950s to 1970s: The Academic Foundation
- The 1980s to 1990s: The Early Years
- The 2000s: Going Mainstream
- The 2010s: Integration into Business Practices
- The 2020s: The Era of Behavioral Science
- BeSci Explained
- Use Cases of BeSci
- Business Strategy
- Marketing and Consumer Behavior
- Product Design and User Experience
- Finance and Risk Management
- Human Resources
- Organizational Change
- Mindset: BeSci as a Lens
- Bounded Rationality and Dual Processing Theories
- Cognitive Biases.
- Interventions, Nudges, and Choice Architecture
- Frameworks: BeSci as a Tool
- Methodology: BeSci as an Approach
- Conclusion
- Chapter 3 Behaviorally Informed Change Management
- What Is Behaviorally Informed Change Management?
- Cultural Change as Behavioral Change
- Use Cases of Behaviorally Informed Change Management
- Change Fatigue
- Mergers and Acquisitions and the Role of Culture
- Diversity, Equity, and Inclusion
- Organizational and Individual Resilience
- Conclusion
- Chapter 4 Evidence-Based Change Interventions
- What Are Evidence-Based Change Interventions?
- What Is an Intervention and What Makes It Evidence-Based?
- The Role of Evidence in Selecting Effective Interventions
- Experimentation, Testing, and Iteration
- The Emergence of a Shared Underlying Framework
- The Necessity of Prioritizing Change
- Embedding Priorities into Behavior and Habit Formation
- Reinforcing the Change by Tweaking Systems
- Conclusion
- Part II Eighteen Interventions for Six Change Areas
- Chapter 5 Planning and Risk Management
- Planning and Risk Interventions
- On Biases in Planning and Risk Management
- Mitigating Unseen Risks with a Premortem
- Reducing Cost Overruns with Reference-Class Forecasting
- Calibrating the Desired Degree of Risk
- Using "Whole System in the Room" for Strategic Risk Management in Change
- Conclusion
- Chapter 6 Narrative and Communication
- Narrative and Communication Interventions
- The Importance of a Strong Narrative and Open Communication
- Current Approaches to Narrative and Communication
- On Biases in Narrative and Communication
- Engaging Storytelling with the Public Narrative
- Collecting Information and Feedback on Your Narrative
- Tailoring and Communicating Your Narrative with the 30-3-30-3
- Strategic Focus in Change Communication.
- MINDSPACE: An Evidence-Based Tool for Communicating Change
- Conclusion
- Chapter 7 Leadership Support
- Leadership Support Interventions
- Current Approaches to Leadership Support
- On Biases in Leadership Support
- Real-World Challenges in Leadership Support
- Facilitate Role-Modeling (or Anything Else) with If-Then Plans
- If-Then Plans in the Wild
- Interventions for Senior Leaders
- Re-Anchoring for Fact-Based Allocation of Resources
- Re-Anchoring in the GreenTech Scenario
- Gradual Escalation of Commitment
- Conclusion
- Chapter 8 Stakeholder Engagement
- Stakeholder Engagement in Change Management
- Stakeholder Engagement Interventions
- On Biases in Stakeholder Engagement
- The Importance of Psychological Safety
- Cultivating Psychological Safety
- Understanding Your Stakeholders Beyond the Org Chart
- Organizational Network Analysis
- Navigating Resistance
- Engaging Resistance Through Constructive Conflict: Red-Blue Team
- Conclusion
- Chapter 9 Measuring Change
- Measuring the Impact of Change
- Measuring Change Interventions
- Measuring the Hard and Soft Sides of Change
- Good Metrics Follow the Use Case
- On Biases in Measuring Change
- Beyond the Net Promoter Score
- Measuring Behavioral Change
- Watermelon Project Dashboards
- Applying Scientific Rigor: A/B Testing Your Change Initiatives
- Conclusion
- Chapter 10 Learning and Development
- What Is L&
- D?
- The L&
- D Journey of dsm-firmenich
- Learning and Development Interventions
- The Importance of L&
- D in Change Management
- Current Approaches to L&
- D
- On Biases in Learning and Development
- Enhancing Learning Agility Amid Change with a Growth Mindset
- Going to the Gemba
- Integrating Developmental KPIs: A Learning-Driven Approach
- Conclusion
- Conclusion: Toward Behaviorally Informed Organizations
- Notes.
- About the Authors
- Index
- EULA.
