Neuroscience for Organizational Change: An Evidence-based Practical Guide to Managing Change Paperback – 3 Feb. 2016

Read this cover to cover and have seldom found myself taking as many notes or highlighting sections in other leadership books. Whilst it is about managing change, many of the suggestions are valuable in other leadership areas too. The book worked well for because it showed the science first, then suggested things you can do (and these are easy steps that anyone can follow), and ends with points of reflection towards your organisation. I would recommend this if you liked ’Good to Great’ or ’Thinking Fast and Slow’.

A fascinating insight into the applicability neuroscience within the workplace, packed with plenty of no-nonsense advice for anyone involved with managing change. One of those rare business books which is both academic and accessible. I found the bulleted summaries at the end of each chapter particularly helpful.

If you have any interest at all in running a business (or working for one) effectively, then how you respond to change is important. And change is happening all the time. The sleepy, slow-moving workplace of our youth (well, the youth of some of us) is becoming a distant memory. Globalisation, restructuring, new technology and more are stressing staff at all levels of most modern organisations. But neuroscience, a science most of us know little about, could play a key part in making change easier to manage – if we can apply the lessons it can teach us.This book explains why understanding the brain matters to efficiency, stability, staff wellbeing and the bottom line at times of change. Hilary Scarlett makes a persuasive case for taking neuroscience out of the lab and into the workplace.Don’t be deterred by the title. This isn’t a science textbook. This is an accessible and insightful book for everyone who cares about making businesses work more effectively, as well as a timely and necessary one.

It's not often that I sit down and read a business book on a Saturday evening, and interrupt my partner's TV viewing with live updates, but Hilary Scarlett's Neuroscience for Organizational Change - An evidence based practical guide to managing change did it for me. I found it a fascinating introduction to the subject of Neuroscience, and its application to business management. Extremely well written, insightful, and informative, rounded out with details of Hilary's business experiences. I,m sure this will become a standard reference for business and non business users alike.

As the employee of a very small organization which was undergoing ‘organizational change’ - ie someone had bought the shop where I work part-time and was busy moving and changing everything, I was chuntering on about it all to a friend who happens to work in HR and they suggested that before I hand in my notice I should take a look at this book.It’s a revelation.I’m still at the shop in the job that I love, most of the changes have happened, but without raising my voice I was able to suggest to the new owner how they could avoid throwing the baby out with the bathwater.I keep the book near at hand and regularly dip in - it is full of fascinating bits and pieces about the way our minds work.

This is an excellent book, full of evidence based practical advice to help managers & leaders develop teams that are better engaged and motivated. It is exceptionally well laid out, with really helpful bullet point summaries at the end of each chapter. I thoroughly recommend it.

This is a very clear and revealing book about the workings of the human mind when faced with uncertainty and change. I have gained valuable insights on my own reactions and those of colleagues and teams I have worked with in various organisations. I am particularly relieved to learn that "you can teach an old dog new tricks" and that social skills and emotional intelligence are important ingredients for successful organisational change. This is a very accessible book and one that I recommend to anybody working in a group or organisational setting. I look forward to the sequel.

Having worked in the investment management business for over 25 years, I continue to be amazed about the contrast between the obsessive statistical interest in investment returns and the almost total lack of attention to ways in which human, and collective institutional, potential might be measured and nurtured. This exceptional book should be read by thought leaders in the industry to bring some rigour to the analysis of the soft power within financial organisations.