The Science of Successful Organizational Change · How Leaders Set Strategy, Change Behavior, and Create an Agile Culture by Gibbons, Paul -- Read -- Imperial Library of Trantor

Index

About This eBook Title Page Copyright Page Praise for The Science of Successful Organizational Change Dedication Page Contents Acknowledgments About the Author Introduction

How to Set 3 Million Dollars on Fire Reports in Drawers and Personal Change From the Laboratory to the Sweat Lodge Defenders of the Faith—How to Prove Something Works Spoiler Alert—The Whole Book in One Diagram The War Between Validity and Usefulness The Path Ahead: Change-Agility, Strategy, and Tactics

Change-Agility Change Strategy Change Tactics

How to Read This Book and Make It Useful

1. Failed Change: The Greatest Preventable Cost to Business?

The Change Problem—How Bad Is It? Evidence on Change Failure Rates Does All Change Fail the Same? Does Failure Always Mean the Same Thing? Change Masters and Change-Agility Failed Metaphors—The Fantasy of the Static Organization The Change Problem as a People Problem Change Myths Everybody Is an Expert on People Issues—Or Are They? Putting the Change Manager Out of Work From Change Management to Change Leadership Change Leadership and the Human Sciences Conclusion

Part I: Change-Agility

The VUCA World and Change Strategy 2. From Change Fragility to Change-Agility

The Systemic Change Model Agile People

Growth Mindsets Learning Agility

Agile Culture

Culture Change Maxim—The Fish Rots from the Head Agility and Innovation

Agile Structures—Beyond Hierarchy

Project-Based Business Self-Managed Work Teams—Industrial Democracy Holacracy

Agile Processes—Ideas, Execution, Learning

Agile Idea Management Agile Execution Agile Learning Processes

Conclusion

Part II: Change Strategy

Change Strategy Strategic Coherence How Change Strategy and Change Tactics Interact Consequences of the Strategy-Tactics Split Favor Continuous, Rather Than Discrete, Involvement Change Strategy—The Road Ahead 3. Governance and the Psychology of Risk

Psychology of Risk—Knowing the Mind of God? Six Systematic Flaws in How Humans Think about Risk Planning Fallacy and Consulting Fictions

Psychology of the Planning Fallacy Consulting Fictions Estimating Better The Deterministic Fallacy—Point Estimates Understanding Project Variance Using SOCKS

Uncertainty—What to Do When Risks Are Unmeasurable

Normal Distributions Do Not Help with Abnormal Events Managing Uncertainty—Pre-Mortems Risk Governance Is a People Problem, Not a Math Problem

Managing Aggregate Change Risks Conclusion

4. Decision Making in Complex and Ambiguous Environments

Complexity

Inadequate Ways of Dealing with Complexity

Two Tools for Solving Complex Problems

How to Understand Cause and Effect in Complicated and Complex Systems

Ambiguity and the Human Side of Analytics

Twenty-First-Century Analytics—Big Data and Beyond

The Human-Machine Interface—Where Data Becomes Wisdom The Human Side of Analytics

Big Data and “Pilot Error”

Conclusion

5. Cognitive Biases and Failed Strategies

Cognitive Biases in Business Perception Biases

Confidence without Competence Hubris: The Dark Side of the Bright Side (Optimism) Hubris and the Deepwater Horizon Trillion-Dollar Errors Green Light, STOP! The Halo Effect The Ostrich Effect

Problem-Solving Biases

The Availability and Confirmation Biases Getting Cause and Effect Wrong—The Narrative Fallacy Reports in Drawers and How “Passions” Drive Change Facts Do Not Drive Change; “Passions” and Values Do

Solution-Selection Biases

Trusting Guts, Trusting Models Weighing “Bias-for-Action” and the Quick Fix Reorganizations Copying the Herd, or Leading Like a Lemming Escalation of Commitment and the Sunk Cost Fallacy Confronting Escalation

The Wisdom (or Madness) of Crowds Conclusion and Implications for Change Experts

Part III: Change Tactics

The Road Ahead 6. Misunderstanding Human Behavior

How to Not Get Invited Back to Dinner Parties Folk Psychology

Limitations of Folk Psychology From Folk Psychology to Folk Management

Gurus and Pop Psychology

From Pop Psychology to Pop Leadership

Psychology: Science in Its Infancy

Nineteenth-Century Psychology and Its Legacy Psychology Turns to Science in the Twentieth Century

Psychological Myths Neuroscience

Why I Am a Neuroskeptic

The Century Where Brain, Mind, and Behavior Come Together? Conclusion

7. The Science of Changing Behaviors

From the “Science of Mind” to the “Science of Behavior”

Bad Behaviorism—Not So Good in Theory Bad Behaviorism—Both Ineffective and Coercive How Rewards Can Be Harmful and Punitive

The Cognitive Backlash Throws the Behavioral Baby Out with the Behaviorist Bathwater

The Limitations of Strictly Cognitive Approaches

Neobehaviorism Behavioral Specificity—Checklists Safety Behaviors HSE—Environmental Behaviorism From Change Agent to Choice Architect Nudging in Society and Business The Mastery of Habit

Creating Good Habits Breaking Bad

Changing Behaviors through Training and Development

If Business Is Practical, Why Is Business Education Mostly Theoretical? Getting Hard Results from Soft-Skills Education

Getting More Behavioral Change and Greater Accountability from Soft-Skills Programs Conclusion

8. The Science of Changing Hearts and Minds

The Craft of Changing Minds Resistance to Change

Spotting Resistance to Change Managing Resistance

From Change Management 101 to “Wicked Messes”

The Core of Change Management 101—Participation and Involvement Wicked (Social) Messes

Influencing with Facts

When Facts Fail The Backfire Effect Using Facts Effectively Linking Influencing to Changing Behaviors

The Mindful Leader

Defining Mindfulness Anecdotal Benefits of Mindfulness Practices Science of Mindfulness Practices Where Can I Buy Some?

Conclusion

9. Leading with Science

Toward a Science-Based Craft Business versus Science: Two Examples What Is Science?

The Demarcation between Science and Prescience How Is Business Like Aristotelian and Copernican Science?

Antiscience and Pseudoscience

The Financial Costs of Pseudoscience and Antiscience Saving Money by Stamping out Antiscience

From Antiscience to a Scientific Mindset From Prescience to Evidence-Based Management (EBM)

Types of Evidence Implementing Evidence-Based Management Not 1920’s Scientific Management, or 19th Century Positivism

Leadership, Reason, and Science Leadership and Farsight Conclusion—Science-based Leadership and Human Flourishing

Bibliography Index

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