Description
Book SynopsisBased on neuroscience research, this book presents and demonstrates a 'Ten Enablers' model as a framework to help change leaders successfully lead and manage change. It focuses on the execution of change processes within volatile and challenging emerging markets with high growth potential.
The book first presents the organizational development and change research on which the model is based, and discusses the basic neuroscience principles. It then introduces a systematic model of the ten enablers, taking readers through the process of change, from considering the ethos prior to embarking on it, including engagement of stakeholders, up to the final phase, where change leaders exit the process or the organization. It highlights this circular process through several step-by-step illustrations, supported by examples from emerging markets. Further, it includes neuroscience research and principles to help leaders understand and manage change in themselves and others. This well-researched and practical book is a valuable resource for students and professionals alike.
Table of ContentsTheoretical Background: Orientation to Change Leadership.- Leadership of Change.- Introduction to Neuroscience and Change.- Practical Application: The Ten Enablers Model.- First Enabler - Ethos.- Second Enabler - Ego Mastery.- Third Enabler - Explore.- Fourth Enabler - Eureka Moments.- Fifth Enabler - Envision.- Sixth Enabler - Engage.- Seventh Enabler - Embark.- Eighth Enabler - Execute.- Ninth Enabler - Evaluate.- Tenth Enabler - Exit.- Conclusion and Future Research.
