Humans are social animals, and change is a social process. To understand this social process and explain the thoughts, feelings, and behaviours of individuals, knowledge of how the presence of others influences people is crucial. In this regard, bias is a concept with a lot of potential. Because cognitive and social biases influence human thinking, feelings, and behaviour, these provide insights and knowledge that are helpful, if not essential, for the field of organizational behaviour and change management. The preceding statements may seem obvious and self-evident, but practice as well as science show that they are neither. Organizational Behaviour and Change Management: The Impact of Cognitive and Social Bias aims at unleashing the potential of cognitive and social biases to develop a more effective change management theory and practice. To do so, we analysed and assessed thousands of scientific articles. The most prominent biases are structured by using a practical and comprehensible framework based on five core social motives (belonging, understanding, controlling, trusting, and self-enhancing). With its evidence-based, systematic, and integrative approach, this book provides scientists and practitioners in the field of organizational behaviour and change management with the best-available evidence, linking biases to organizational behaviour and change and further enriching the field of change management.
Rezensionen / Stimmen
"This book takes a helpful evidence-based approach to reviewing and classifying the many psychological biases relevant to those working in organizations and with change practices - it offers important insights for research and practice around how these biases affect us and the social motives behind them" - Thomas Calvard, University of Edinburgh Business School, UK
"A reliable compass and guideline for the theory and practice of organizational change." - John Rijsman, Tilburg University
Reihe
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Für höhere Schule und Studium
Postgraduate
Illustrationen
7 s/w Tabellen, 11 s/w Zeichnungen, 11 s/w Abbildungen
7 Tables, black and white; 11 Line drawings, black and white; 11 Illustrations, black and white
Maße
Höhe: 229 mm
Breite: 152 mm
Dicke: 15 mm
Gewicht
ISBN-13
978-1-032-26424-0 (9781032264240)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Klassifikation
Cornell Vernooij, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands. Organizational behaviour and change are the main focus in his work as a board room and organizational consultant. Biases form a dominant perspective in his efforts to better understand and change organizational behaviour. He currently leads the long-term team research project concerning biases and is working towards his PhD on biases at TEN HAVE Change Management in accordance with the Vrije Universiteit Amsterdam.
Judith Stuijt, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in social and organizational psychology.
Maarten Hendriks, MSc, LLM, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in organizational psychology and corporate law. He is currently working towards his PhD regarding the effects of social psychology in relation to corporate governance.
Wouter ten Have, PhD, is a full professor of organization and change at the Vrije Universiteit Amsterdam, the Netherlands, member of two supervisory boards, and partner and consultant at TEN HAVE Change Management, the Netherlands.
Steven ten Have, PhD, is a full professor of strategy and change at the Vrije Universiteit Amsterdam, the Netherlands, the former chairman of the Foundation for Evidence Based Management, and partner and consultant at TEN HAVE Change Management, the Netherlands.
Autor*in
TEN HAVE Change Management, the Netherlands
TEN HAVE Change Management, the Netherlands.
Foreword Preface 1. Bias in organizations and change 2. Model and methodology 3. Understanding, biases, organizational behaviour, and change 4. Controlling, biases, organizational behaviour, and change 5. Trusting, biases, organizational behaviour, and change 6. Self-enhancing, biases, organizational behaviour, and change 7. Belonging, biases, organizational behaviour, and change 8. The impact of bias on organizational behaviour and change
