Discover practical and relevant insights from behavioral science you can apply immediately to manage change in your organization In The Dynamics of Business Behavior: An Evidence-Based Approach to Managing Organizational Change, cognitive neuropsychologist Philip Jordanov and entrepreneur Beirem Ben Barrah deliver an eye-opening new treatment of how to create organizational change with an evidence-based approach. The book includes interviews with more than 40 industry professionals across 15 sectors from companies like Johnson & Johnson and the three biggest Dutch banks discussing change approaches, challenges, and interventions to help bridge the gap between theory and practice. Readers will find useful step-by-step guides on eighteen interventions for six change areas, including psychological safety for stakeholder engagement and re-anchoring for leadership support. This book also discusses: The importance of strategic planning and risk management in DEI efforts through surveys and focus groups, yearly health scans, and qualitative and quantitative data The most common myths that leaders accidentally buy into as they guide their organizations Case studies of contemporary companies overcoming challenges using brain and behavior science A startlingly insightful and, at times, counterintuitive guide to implementing behavioral science in real-world organizations, The Dynamics of Business Behavior: An Evidence-Based Approach to Managing Organizational Change will earn a place on the bookshelves of managers, executives, directors, entrepreneurs, founders, marketers, department heads, salespeople, and other business leaders.

Today’s leading authority on the subject of this text is the author, MIT Standish Professor of Management and Director of the System Dynamics Group, John D. Sterman. Sterman’s objective is to explain, in a true textbook format, what system dynamics is, and how it can be successfully applied to solve business and organizational problems. System dynamics is both a currently utilized approach to organizational problem solving at the professional level, and a field of study in business, engineering, and social and physical sciences.

Discover practical and relevant insights from behavioral science you can apply immediately to manage change in your organization In The Dynamics of Business Behavior: An Evidence-Based Approach to Managing Organizational Change, cognitive neuropsychologist Philip Jordanov and entrepreneur Beirem Ben Barrah deliver an eye-opening new treatment of how to create organizational change with an evidence-based approach. The book includes interviews with more than 40 industry professionals across 15 sectors from companies like Johnson & Johnson and the three biggest Dutch banks discussing change approaches, challenges, and interventions to help bridge the gap between theory and practice. Readers will find useful step-by-step guides on eighteen interventions for six change areas, including psychological safety for stakeholder engagement and re-anchoring for leadership support. This book also discusses: The importance of strategic planning and risk management in DEI efforts through surveys and focus groups, yearly health scans, and qualitative and quantitative data The most common myths that leaders accidentally buy into as they guide their organizations Case studies of contemporary companies overcoming challenges using brain and behavior science A startlingly insightful and, at times, counterintuitive guide to implementing behavioral science in real-world organizations, The Dynamics of Business Behavior: An Evidence-Based Approach to Managing Organizational Change will earn a place on the bookshelves of managers, executives, directors, entrepreneurs, founders, marketers, department heads, salespeople, and other business leaders.

This quantitative study uses the history of Stanford University to develop speculations about the ways in which written rules change. It contributes both to a theory of rules and to theories of organizational decision-making, change, and learning.

Peter F. Drucker argues that what underlies the current malaise of so many large and successful organizations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the right things are being done—but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization's behavior, dictate its decisions about what to do and what not to do, and define what an organization considers meaningful results. These assumptions are what Drucker calls a company's theory of the business. The Harvard Business Review Classics series offers you the opportunity to make seminal Harvard Business Review articles a part of your permanent management library. Each highly readable volume contains a groundbreaking idea that continues to shape best practices and inspire countless managers around the world—and will have a direct impact on you today and for years to come.

Today, many companies operate within a complex network of firms that all depend on each other for success. In this book, authors Marco Iansiti and Roy Levien use the powerful example of biological ecosystems to show how companies can leverage these emerging business networks for long-term success. The book's title, "The Keystone Advantage", is taken directly from biology - it refers to "keystone species", which proactively maintain the healthy functioning of their entire ecosystem for a simple reason: their own survival depends on it. In the same way, say the authors, companies can protect and ensure their own success by deliberately fostering the combined health of the network they operate in.

What is the difference between a wink and a blink? The answer is important not only to philosophers of mind, for significant moral and legal consequences rest on the distinction between voluntary and involuntary behavior. However, "action theory"—the branch of philosophy that has traditionally articulated the boundaries between action and non-action, and between voluntary and involuntary behavior—has been unable to account for the difference. Alicia Juarrero argues that a mistaken, 350-year-old model of cause and explanation—one that takes all causes to be of the push-pull, efficient cause sort, and all explanation to be prooflike—underlies contemporary theories of action. Juarrero then proposes a new framework for conceptualizing causes based on complex adaptive systems. Thinking of causes as dynamical constraints makes bottom-up and top-down causal relations, including those involving intentional causes, suddenly tractable. A different logic for explaining actions—as historical narrative, not inference—follows if one adopts this novel approach to long-standing questions of action and responsibility.