The Science of Organizational Change
•Download as PPTX, PDF•
1 like•656 views
A summary of the Science of Organizational Change - for more details view the YouTube video for a narrated walk-through.
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (20)
Similar to The Science of Organizational Change
Similar to The Science of Organizational Change (20)
More from Paul Gibbons
More from Paul Gibbons (9)
Recently uploaded
Recently uploaded (20)
The Science of Organizational Change
- 1. From Amazon reviewers: “Place it on the bookshelf next to The Halo Effect, Switch, and The Fifth Discipline – in easy reach for rereading” “The best book on change management that I have ever read!” “Intellectually stimulating and refreshing.”
- 2. Why did you write The Science of Organizational Change?
- 3. 21st Century Human Sciences Decision science Influencing Psychology of risk Behavioral economics Behavior change Habit formation And more…
- 4. “Gladwell cherry picks research to make a good story and prove his point… despite that, he is much better known than the researchers he popularizes.”
- 5. Shanghai – 1990 and 2010
- 6. Technology – benefits and risks
- 7. VUCA
- 9. What do you cover in The Science of Organizational Change?
- 10. Change-agility is the ability to execute programmatic and non-programmatic business change in response to disruptive threats or strategic opportunities
- 12. “Change management, as a concept, should be euthanized. It is a Band-Aid to cover up leadership inadequacy.”
- 14. “When most people talk about change strategy, they are really talking about change tactics – that is, HOW to get change to happen. That isn’t strategy.”
- 16. “There is too much emphasis today on changing hearts and minds. We need to change behavior. Unfortunately, most of the strategies that are used to change behavior are products of early 20th century thinking – behaviorism.”
- 17. Growth Culture Habit Change Change capable leaders Neo-behaviorism
- 18. Toward leading with science “The pendulum in leadership development has swung far too far toward the (essential) spiritual and emotional components and away from more rational aspects - what could be called the “chess” side. When I look at the great business failures of the last quarter century – they were much more failures of rationality.”
- 19. What will people get out of reading your book?
- 22. About the author Investment banker, derivatives trader, head of trading and sales Strategy consultant, PricewaterhouseCoopers Leadership consultant, Innovation and Culture Change, PricewaterhouseCoopers Founder and CEO of Future Considerations, European leadership boutique Adjunct professor, Business Ethics, Business Leadership, University of Wisconsin, University of Denver President, University of London Philosophy Society` MSc Organizational Behavior, MA Political Philosophy, BSc Neurochemistry, further advanced study in International Economics, Neuroscience, Psychology Internationally known Bridge and Poker player, twice winner UK Bridge championships
Editor's Notes
- About two decades ago the US army war college began to use VUCA – To describe environments – where unpredictability, complexity – made strategy more difficult then ever Take a look a Shanghai – 1990 – small dwellings ancient buildings Look what they have built in a decade
- Robotics promises (very soon) to perform much of drudgery and many of dangerous tasks But when stephen hawking and elon musk and a hundred other scientists (not technophobes) say they are worried about what we call STRONG AI - then perhaps we should pay attention
- And in the last decade we’ve seen two commercial disasters – the collapse of 2008 and the deepwater horizon That should make us wonder whether business can rise to the ethical and strategic challenges of the 21st century