Individual brains as the key to change?

Are you as upset as we are for missing today’s live web streaming event of a panel linking organizational change and neuroscience as part of the NeuroLeadership Summit? Eeeeeks!!

We just found out about this event in an interesting read on the Harvard Business Review blog. The article, written by Wayne McFarland, board chair elect of the American Society for Training and Development (ASTD), highlights a key challenge to bringing about organizational change: fear. It is suggested that change efforts using traditional top down practices can trigger fear within employees, and thereby foster greater resistance to change. This could be one explanation as to why organizational change efforts often underperform, fail, or worsen conditions.

Do you agree with this premise? Do you believe that studying the brain can be instrumental in helping us figure out how to better engage employee performance and creativity during organizational change endeavors?

For a little intro on the neuroscience-organizational change connection, below is a short video of Dr. David Rock captured by the British Columbia Organization Development Network.

One thought on “Individual brains as the key to change?

  1. A friend of mine use to tell me that the studying change was fruitless–the real issue is studing stability! Why organizations have a difficult time engaging in change has been a serious theoritical and practical issue for the more than 40 years I have worked and studied in this area. If brain research will give us some more insight into this issue –i for one am for it


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