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▼a  White, David G.,
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▼a  Disrupting corporate culture:
▼b  how cognitive science alters accepted beliefs about culture and culture change and its impact on leaders and change agents /:
▼c  David G. White, Jr.
260
▼a  New York, NY:
▼b  Routledge,
▼c  2021.
300
▼a 1 online resource (xxxii, 218 pages):
▼b illustrations.
336
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▼a  computer
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▼a  online resource
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▼a "A Productivity Press book."
504
▼a Includes bibliographical references and index.
505
▼a Cover -- Endorsement Page -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Acknowledgments -- Introduction -- Chapter 1 The 5 Myths of Culture -- Your Platform Is Already Burning -- Myth 1: Culture Starts at the Top -- Value Engineering and Self-Enhancement -- It's What Good Leaders Do -- Problem 1: Leaders Overestimate Their Own Influence -- Problem 2: Complex Change Does Not Happen through Individual Influence -- Problem 3: For a Leader's Beliefs to Take Hold in the Organization, They Have to Be There to Begin With
505
▼a Problem 4: Culture Is Not the Sum of Personalities (The Leaders' or Anyone Else) -- Problem 5: Language Alone Does Not Change Culture -- Leadership and Culture: There Is a Connection -- Myth 2: Culture Is a Physical Thing -- Problem: Culture Doesn't Exist -- or Does It? -- Culture Doesn't Make Us Do Anything -- Myth 3: One Company, One Culture -- Problem 1: Cultural Boundaries Overlap -- Problem 2: Region, Nation, and Language -- Problem 3: Network Size Limits Culture -- Myth 4: Culture Is What We Say We Care About -- Problem 1: Norms Aren't the Whole Story -- Caveat 1: Context Matters
505
▼a Caveat 2: Group Membership Matters -- Caveat 3: Task Matters -- The Problem with Culture as Values -- Problem 1: "Values" Means Different Things to Different People -- Problem 2: Values Are Expectations, Not Behaviors -- Problem 3: Values Need to Be Already Socialized to Be Adopted -- Problem 4: Some Values Are Compensations for Deeper Cultural Forces -- Problem 5: Values Cannot Be Instilled by Telling People What to Value -- Lived Culture -- Myth 5: Culture Is Employee Well-Being -- Problem 1: Attitudes and Opinions Are Not Culture
505
▼a Problem 2: How We Behave Does Not Reflect How We Feel (or Think) -- Problem 3: Measuring Items Out of Range -- The Gap between Myth and Science -- Notes -- Chapter 2 What's Wrong With Corporate Culture? -- The Great Reductions -- Reduction #1: The Problem in MBA Programs -- Outdated Theory, Problematic Assumptions, Leaps of Faith, and Anecdotes -- The Big Assumption: Culture Drives Business Performance -- Reducing Culture to a Dependent Variable -- Academic Myopia: Drawing From Too Few Wells -- Reduction #2: Dumbing Down for Business
505
▼a Reduction by Conflation: Culture as Employee Engagement and Well-Being -- Reduction by Compartmentalization: Culture as Employee Behavior -- Reduction by Coaching: Culture as What Leaders Should Do -- The Manager's Dilemma -- A Better Way -- Notes -- Chapter 3 Where Culture Comes From -- Deep Structure -- The Cognitive Science of Culture: Executive Summary -- Culture Comes From Grounded Meaningful Experience -- It's "Meaningful" Because It Worked -- Culture in the Brain, the Body, and the World -- Evidence From Neuroscience -- Evidence From Developmental Psychology
520
▼a "Research in cognitive science over the last 30 years shows much of what we know about culture in the business world is based on myth, wishful thinking, outdated science, or is just plain wrong. This is why culture shaping and change programs in organizations often amount to little more than sloganeering with minimal impact on the lived experience of employees. This book bridges the gap between the latest research on cognitive science and culture, providing a valuable guide for change leaders, CEOs, and practitioners on how to sustainably work with and change this important resource. It answers many of the major questions that have plagued culture work, such as: Why so many CEOs and management consultants preach culture change when so few culture interventions actually succeed, why CEOs persist in believing "culture starts at the top" when virtually no research in anthropology supports that claim Why most culture shaping approaches have no answer for how to effect culture in global companies, why so many culture-shaping projects focused on corporate values despite the fact modern science shows why changing personal values is exceedingly difficult What we are learning about culture from the last 30 years of cognitive science gives us the foundation for far more impactful and sustainable interventions than have been possible to date. This book explains why, showing how everyday business practices well beyond HR are key to culture change. Why? Because the brain's synaptic plasticity can only be altered through new, sustained and widespread organizational habits and routines. This groundbreaking, practical guide will show you finally how to realize the full power of culture as a transformational, empowering and competitive resource"--
▼c Provided by publisher.
588
▼a Description based on online resource; title from digital title page (viewed on September 09, 2020).
590
▼a Master record variable field(s) change: 072 - OCLC control number change
650
▼a Corporate culture.
650
▼a Organizational change.
650
▼a Cognitive science.
650
▼a  Cognitive science.
▼2  fast
▼0  (OCoLC)fst00866547
650
▼a  Corporate culture.
▼2  fast
▼0  (OCoLC)fst00879624
650
▼a  Organizational change.
▼2  fast
▼0  (OCoLC)fst01047828
650
▼a BUSINESS & ECONOMICS / Workplace Culture
▼2 bisacsh
650
▼a BUSINESS & ECONOMICS / Management
▼2 bisacsh
650
▼a BUSINESS & ECONOMICS / Human Resources & Personnel Management
▼2 bisacsh
655
▼a Electronic books.
776
▼i  Print version:
▼a  White, David G., Jr..
▼t  Disrupting corporate culture.
▼d  New York, NY : Routledge, 2020.,
▼z  9780367280864
▼w  (DLC) 2020011945
856
▼3 EBSCOhost
▼u http://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=2566200
938
▼a  ProQuest Ebook Central
▼b  EBLB
▼n  EBL6274094
938
▼a  EBSCOhost
▼b  EBSC
▼n  2566200
990
▼a 강리원
991
▼a eBook
994
▼a 92
▼b N$T

Disrupting corporate culture : how cognitive science alters accepted beliefs about culture and culture change and its impact on leaders and change agents

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Book Detail
Data Type :	eBook
ISBN :	9780429316357
ISBN :	0429316356
ISBN :	9781000163094
ISBN :	1000163091
ISBN :
ISBN :	9781000163087
ISBN :	1000163083
ISBN :	9781000163070
ISBN :	1000163075
Personal Author :	White, David G., Jr., author.
Title/Author :	Disrupting corporate culture: how cognitive science alters accepted beliefs about culture and culture change and its impact on leaders and change agents /: David G. White, Jr.
Imprint :	New York, NY: Routledge, 2021.
Format :	1 online resource (xxxii, 218 pages): illustrations.
General Notes :	"A Productivity Press book."
Note :	Includes bibliographical references and index.
Content Note :	Cover -- Endorsement Page -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Acknowledgments -- Introduction -- Chapter 1 The 5 Myths of Culture -- Your Platform Is Already Burning -- Myth 1: Culture Starts at the Top -- Value Engineering and Self-Enhancement -- It's What Good Leaders Do -- Problem 1: Leaders Overestimate Their Own Influence -- Problem 2: Complex Change Does Not Happen through Individual Influence -- Problem 3: For a Leader's Beliefs to Take Hold in the Organization, They Have to Be There to Begin With
Content Note :	Problem 4: Culture Is Not the Sum of Personalities (The Leaders' or Anyone Else) -- Problem 5: Language Alone Does Not Change Culture -- Leadership and Culture: There Is a Connection -- Myth 2: Culture Is a Physical Thing -- Problem: Culture Doesn't Exist -- or Does It? -- Culture Doesn't Make Us Do Anything -- Myth 3: One Company, One Culture -- Problem 1: Cultural Boundaries Overlap -- Problem 2: Region, Nation, and Language -- Problem 3: Network Size Limits Culture -- Myth 4: Culture Is What We Say We Care About -- Problem 1: Norms Aren't the Whole Story -- Caveat 1: Context Matters
Content Note :	Caveat 2: Group Membership Matters -- Caveat 3: Task Matters -- The Problem with Culture as Values -- Problem 1: "Values" Means Different Things to Different People -- Problem 2: Values Are Expectations, Not Behaviors -- Problem 3: Values Need to Be Already Socialized to Be Adopted -- Problem 4: Some Values Are Compensations for Deeper Cultural Forces -- Problem 5: Values Cannot Be Instilled by Telling People What to Value -- Lived Culture -- Myth 5: Culture Is Employee Well-Being -- Problem 1: Attitudes and Opinions Are Not Culture
Content Note :	Problem 2: How We Behave Does Not Reflect How We Feel (or Think) -- Problem 3: Measuring Items Out of Range -- The Gap between Myth and Science -- Notes -- Chapter 2 What's Wrong With Corporate Culture? -- The Great Reductions -- Reduction #1: The Problem in MBA Programs -- Outdated Theory, Problematic Assumptions, Leaps of Faith, and Anecdotes -- The Big Assumption: Culture Drives Business Performance -- Reducing Culture to a Dependent Variable -- Academic Myopia: Drawing From Too Few Wells -- Reduction #2: Dumbing Down for Business
Content Note :	Reduction by Conflation: Culture as Employee Engagement and Well-Being -- Reduction by Compartmentalization: Culture as Employee Behavior -- Reduction by Coaching: Culture as What Leaders Should Do -- The Manager's Dilemma -- A Better Way -- Notes -- Chapter 3 Where Culture Comes From -- Deep Structure -- The Cognitive Science of Culture: Executive Summary -- Culture Comes From Grounded Meaningful Experience -- It's "Meaningful" Because It Worked -- Culture in the Brain, the Body, and the World -- Evidence From Neuroscience -- Evidence From Developmental Psychology
요약 :	"Research in cognitive science over the last 30 years shows much of what we know about culture in the business world is based on myth, wishful thinking, outdated science, or is just plain wrong. This is why culture shaping and change programs in organizations often amount to little more than sloganeering with minimal impact on the lived experience of employees. This book bridges the gap between the latest research on cognitive science and culture, providing a valuable guide for change leaders, CEOs, and practitioners on how to sustainably work with and change this important resource. It answers many of the major questions that have plagued culture work, such as: Why so many CEOs and management consultants preach culture change when so few culture interventions actually succeed, why CEOs persist in believing "culture starts at the top" when virtually no research in anthropology supports that claim Why most culture shaping approaches have no answer for how to effect culture in global companies, why so many culture-shaping projects focused on corporate values despite the fact modern science shows why changing personal values is exceedingly difficult What we are learning about culture from the last 30 years of cognitive science gives us the foundation for far more impactful and sustainable interventions than have been possible to date. This book explains why, showing how everyday business practices well beyond HR are key to culture change. Why? Because the brain's synaptic plasticity can only be altered through new, sustained and widespread organizational habits and routines. This groundbreaking, practical guide will show you finally how to realize the full power of culture as a transformational, empowering and competitive resource"-- Provided by publisher.
General Subject Name :	Corporate culture. --
General Subject Name :	Organizational change. --
General Subject Name :	Cognitive science. --
General Subject Name :	Cognitive science. --
General Subject Name :	Corporate culture. --
General Subject Name :	Organizational change. --
General Subject Name :	BUSINESS & ECONOMICS / Workplace Culture --
General Subject Name :	BUSINESS & ECONOMICS / Management --
General Subject Name :	BUSINESS & ECONOMICS / Human Resources & Personnel Management --
기타형태 저록 :	Print version: White, David G., Jr.. Disrupting corporate culture. New York, NY : Routledge, 2020., 9780367280864
Language	English