| 000 | cam i | |
| 001 | 2210080897667 | |
| 003 | OCoLC | |
| 005 | 20210225115051 | |
| 006 | m d | |
| 007 | cr cnu---unuuu | |
| 008 | 200309t20212021nyua ob 001 0 eng | |
| 010 | ▼a 2020011946 | |
| 019 | ▼a1182879232 | |
| 020 | ▼a9780429316357▼qelectronic book | |
| 020 | ▼a0429316356▼qelectronic book | |
| 020 | ▼a9781000163094▼qelectronic book | |
| 020 | ▼a1000163091▼qelectronic book | |
| 020 | ▼z9780367280864▼qhardcover | |
| 020 | ▼a9781000163087▼q(electronic bk. : Mobipocket) | |
| 020 | ▼a1000163083▼q(electronic bk. : Mobipocket) | |
| 020 | ▼a9781000163070▼q(electronic bk. : PDF) | |
| 020 | ▼a1000163075▼q(electronic bk. : PDF) | |
| 035 | ▼a2566200▼b(N▼T) | |
| 035 | ▼a(OCoLC)1145077281▼z(OCoLC)1182879232 | |
| 037 | ▼a9780429316357▼bTaylor & Francis | |
| 040 | ▼aDLC▼beng▼erda▼cDLC▼dOCLCO▼dOCLCQ▼dOCLCF▼dTYFRS▼dYDX▼dEBLCP▼dN▼d221008 | |
| 042 | ▼apcc | |
| 050 | ▼aHD58.7▼b.W46 2021 | |
| 072 | ▼aBUS▼x097000▼2bisacsh | |
| 072 | ▼aBUS▼x041000▼2bisacsh | |
| 072 | ▼aBUS▼x030000▼2bisacsh | |
| 072 | ▼aKJU▼2bicssc | |
| 082 | ▼a306.3▼223 | |
| 100 | ▼aWhite, David G.,▼cJr.,▼eauthor. | |
| 245 | 00 | ▼aDisrupting corporate culture :▼bhow cognitive science alters accepted beliefs about culture and culture change and its impact on leaders and change agents /▼cDavid G. White, Jr. |
| 260 | ▼aNew York, NY :▼bRoutledge,▼c2021. | |
| 300 | ▼a1 online resource (xxxii, 218 pages) :▼billustrations | |
| 336 | ▼atext▼btxt▼2rdacontent | |
| 337 | ▼acomputer▼bc▼2rdamedia | |
| 338 | ▼aonline resource▼bcr▼2rdacarrier | |
| 500 | 00 | ▼a"A Productivity Press book." |
| 504 | ▼aIncludes bibliographical references and index. | |
| 505 | ▼aCover -- 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 | ▼aProblem 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 | ▼aCaveat 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 | ▼aProblem 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 | ▼aReduction 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"--▼cProvided by publisher. | |
| 588 | ▼aDescription based on online resource; title from digital title page (viewed on September 09, 2020). | |
| 590 | ▼aMaster record variable field(s) change: 072 - OCLC control number change | |
| 650 | ▼aCorporate culture. | |
| 650 | ▼aOrganizational change. | |
| 650 | ▼aCognitive science. | |
| 650 | ▼aCognitive science.▼2fast▼0(OCoLC)fst00866547 | |
| 650 | ▼aCorporate culture.▼2fast▼0(OCoLC)fst00879624 | |
| 650 | ▼aOrganizational change.▼2fast▼0(OCoLC)fst01047828 | |
| 650 | ▼aBUSINESS & ECONOMICS / Workplace Culture▼2bisacsh | |
| 650 | ▼aBUSINESS & ECONOMICS / Management▼2bisacsh | |
| 650 | ▼aBUSINESS & ECONOMICS / Human Resources & Personnel Management▼2bisacsh | |
| 655 | ▼aElectronic books. | |
| 776 | ▼iPrint version:▼aWhite, David G., Jr..▼tDisrupting corporate culture▼dNew York, NY : Routledge, 2020.▼z9780367280864▼w(DLC) 2020011945 | |
| 856 | ▼3EBSCOhost▼uhttp://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=2566200 | |
| 938 | ▼aProQuest Ebook Central▼bEBLB▼nEBL6274094 | |
| 938 | ▼aEBSCOhost▼bEBSC▼n2566200 | |
| 994 | ▼a92▼bN |
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
종류
전자책
서명
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
저자명
발행사항
New York, NY : Routledge 2021.
형태사항
1 online resource (xxxii, 218 pages) : illustrations
주기사항
"A Productivity Press book." / Includes bibliographical references and index. / "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"
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