The Neuroscience of Organizational Behavior establishes the scientific foundations of organizational neuroscience, a nascent discipline that explores the neural correlates of human behavior in organizations. The book draws from several disciplines including the organizational sciences, neuroeconomics, cognitive psychology, social cognitive neuroscience and neuroscience. The topics discussed include the neural foundations of organizational phenomena, such as decision-making, leadership, fairness, trust and cooperation, emotions, ethics and morality, unconscious bias and diversity in the workplace.
This volume aims to introduce organizational researchers and practitioners to the role of neuroscience in building theory, research methodologies and practical applications. The volume introduces the field of organizational neuroscience and explores its influence on topics such as leadership, ethics and moral reasoning.
Organizational change can be unpredictable and stressful. With a better understanding of what our brains need to focus, organizations can increase employee engagement, productivity and well-being to successfully manage periods of uncertainty. Drawing on the latest scientific research and verified by an independent neuroscientist, Neuroscience for Organizational Change explores the need for social connection at work, how best to manage emotions and reduce bias in decision-making, and why we need communication, involvement and storytelling to help us through change. Practical tips and suggestions can be found throughout, as well as examples of how these insights have been applied at organizations such as Lloyds Banking Group and GCHQ. The book also sets out a practical science-based planning model, SPACES, to enhance engagement. This updated second edition of Neuroscience for Organizational Change contains new chapters on planning the working day with the brain in mind and on overcoming the difficulties related to behavioural change. It also features up-to-the-minute wider content reflecting the latest insights and developments, and updated case studies from the first edition which give a long-term view of the benefits of applying neuroscience in organizations.
This book introduces a new concept on organizational culture, called ‘Neuro-Organizational Culture’, or ‘Neuroculture’; a concept that is based on the most recent neuroscientific knowledge. The book describes a new approach to understanding human behavior and interaction in the workplace, replacing the old concept of organizational culture by one that takes into account humans’ perceiving, feeling, thinking, and acting. Taking advantage of the substantial progress that has been made in neuroscientific research, the book combines experiences gained from organizational culture in the past 30 years with the latest findings from brain and emotion research, as well as with important insights from sociology and psychology. The book explains the three building blocks of Neuroculture: Reflexivity, Notions, and Emotions. Neuroculture consistently conceptualizes the culture of groups and individuals consistently under one roof, which allows for a better explanation of individual deviations. It provides a structural framework and an inventory along with proven methods and templates to analyze, continuously foster and actively change organizational culture. In addition, it outlines global megatrends in order to define cultural requisites that promote sustainable success of organizations in the 21st century.
In a very understandable, practical, and accessible manner, this book applies recent groundbreaking findings from behavioral neuroscience to the most complex and vexing challenges in organizations today. In particular, it addresses managing large-scale organizational changes, such as mergers and acquisitions, providing lessons and tactics that can be usefully applied to in many different settings. In addition to discussing successful practices, it also identifies the reasons that most past comprehensive, long-term change projects have failed and unmasks the counterproductive effects of the typical evolutionary or emotion-based attempts to change group and individual behavior, using neuroscience as its principal tool.
In this review, we consider the advent of neuroscience in management and organizational research. We organize our review around two general themes pertaining to how areas of the brain may be relevant to management and organizational behavior. First, intrinsic, at-rest activity in the brain provides trait-like information that can be used to better understand individuals in terms of cognition, emotions, and behaviors. Second, reflexive activity involves an understanding of the brain in terms of its state-like responses to stimuli. In our review, we identify several research challenges and opportunities, such as the need to consider the theoretical basis of neural concepts and measures and the use of team-based neuroscience technologies. In addition, although research in organizational neuroscience is relatively new, some interesting practical implications are raised here. We conclude with a consideration of key limitations, specifically the possibility of excessive reductionism, as well as ethical and professional issues.
Poll after poll has confirmed that an astonishing number of workers are disengaged from their work. Why is this happening? And how can we fix the problem? In this bold, enlightening book, social psychologist and professor Daniel M. Cable takes leaders into the minds of workers and reveals the surprising secret to restoring their zest for work. Disengagement isn't a motivational problem, it's a biological one. Humans aren't built for routine and repetition. We're designed to crave exploration, experimentation, and learning--in fact, there's a part of our brains, which scientists have coined "the seeking system," that rewards us for taking part in these activities. But the way organizations are run prevents many of us from following our innate impulses. As a result, we shut down. Things need to change. More than ever before, employee creativity and engagement are needed to win. Fortunately, it won't take an extensive overhaul of your organizational culture to get started. With small nudges, you can personally help people reach their fullest potential. Alive at Work reveals: How to encourage people to bring their best selves to work and use their greatest strengths to help your organization flourish How to build creative environments that motivate people to share ideas, work smarter, and embrace change How to enhance people's connection to their work and your customers How to create personalized experiences that help people feel a deeper sense of purpose Filled with fascinating stories from the author's extensive research, Alive at Work is the inspirational guide that you need to tap into the passion, creativity, and purpose fizzing beneath the surface of every person who falls under your leadership.
This e-book brings together scholars in both the neurosciences and organizational sciences who have adopted various approaches to study the cognitive mechanisms mediating the social behavior that we see within organizations. Such an approach has been termed by ourselves, and others, as ‘organisational cognitive neuroscience’. In recent years there has been a veritable increase in studies that have explored the cognitive mechanisms driving such behaviors, and much progress has been made in understanding the neural underpinnings of processes such as financial exchange, risk awareness and even leadership. However, while these studies are informative and add to our understanding of human cognition they fall short of providing evidence-based recommendations for practice. Specifically, we address the broader issue of how the neuroscientific study of such core social behaviors can be used to improve the very way that we work. To address these gaps in our understanding the chapters in this book serve as a platform that allows scholars in both the neurosciences and the organizational sciences to highlight the work that spans across these two fields. The consolidation of these two fields also serves to highlight the utility of a singular organizational cognitive neuroscience. This is a fundamentally important outcome of the book as the application of neuroscience to address economically relevant behaviors has seen a variety of fields evolve in their own right, such as neuromarketing, neuroeconomics and so forth. The use of neuro-scientific technologies,in particular fMRI, has indeed led to a bewildering (and somewhat suffocating) proliferation of new approaches, however, the speed of such developments demands that we must proceed carefully with such ventures or risk some fundamental mistakes. The book that you now hold will consolidates these new neuroscience based approaches and in doing so highlight the importance of this approach in helping us to understand human social behavior in general. Taken together the chapters provide a framework for scholars within the neurosciences who wish to explore the further the opportunities that the study of organisational behavior may provide.
Since its publication in 1949, D.O. Hebb's, The Organization of Behavior has been one of the most influential books in the fields of psychology and neuroscience. However, the original edition has been unavailable since 1966, ensuring that Hebb's comment that a classic normally means "cited but not read" is true in his case. This new edition rectifies a long-standing problem for behavioral neuroscientists--the inability to obtain one of the most cited publications in the field. The Organization of Behavior played a significant part in stimulating the investigation of the neural foundations of behavior and continues to be inspiring because it provides a general framework for relating behavior to synaptic organization through the dynamics of neural networks. D.O. Hebb was also the first to examine the mechanisms by which environment and experience can influence brain structure and function, and his ideas formed the basis for work on enriched environments as stimulants for behavioral development. References to Hebb, the Hebbian cell assembly, the Hebb synapse, and the Hebb rule increase each year. These forceful ideas of 1949 are now applied in engineering, robotics, and computer science, as well as neurophysiology, neuroscience, and psychology--a tribute to Hebb's foresight in developing a foundational neuropsychological theory of the organization of behavior.
In a world characterized by constant changes, organizations grapple with the complex task of understanding and enhancing human behavior within their ranks. The burgeoning interest in cognitive behavioral neuroscience (CBN) for unraveling the intricacies of organizational dynamics has paved the way for a groundbreaking shift. However, the application of CBN in Human Resource Development and Management (HRDM) remains in its infancy, creating a void between scientific inquiry and practical implementation. As organizations yearn for evidence-based strategies to enhance talent identification, team selection, training, and overall performance, a critical need emerges for a comprehensive guide that bridges this gap. Cognitive Behavioral Neuroscience in Organizational Settings is a groundbreaking book that illuminates the unexplored territory of CBN in HRDM. Positioned as a catalyst for change, this comprehensive guide serves as the linchpin connecting theoretical foundations with real-world applications. Seamlessly navigating through the basics of neuroscience, the anatomy and functions of the brain, and the role of neuroscience in organizational behavior, establishes the groundwork for a new academic discipline. By delving into higher cognitive processes, artificial intelligence integration, neuroscience methods, and CBN-based interventions, the book offers a roadmap to revolutionize how organizations understand, manage, and enhance their human capital.
