Impact: 21st Century Change Management, Behavioral Science, Digital Transformation, and the Future of Work

Astute leaders know that upskilling, culture change, and mindset are critical ingredients for successful digital change - but do not know how to change those quickly enough to keep up with pace of technological change. That is because our 20^th-century change models are not up to the challenge of 21^st century digital transformation and the future of work - and that explains McKinsey's finding that only 25% of digital transformations succeed.

In Impact, globally recognized culture change expert, Paul Gibbons gives leaders 21^st-century change tools and models that are based on up-to-the-minute research in behavioral sciences, complexity theory, agile methods, information science, and more.

Gibbons shows leaders that "the more technologically-enabled workplaces become (AI and robotics), paradoxically, the more important the "human" becomes - community, purpose, connection, empathy, relationships, and trust."

He continues, "... central to the whole picture of changing how we change, of humanizing business, and of upskilling workforces, is leadership. In a world where advancing human capability is critical, leaders need to lead learning." Then, using that idea of leader as learner, Gibbons illustrates and how learning can happen faster and more efficiently through understanding the latest research and making appropriate use of 21^st-century learning technology.

Impact is about leading change, and about those "upgrades" to the human side of organizations, leading, learning, communicating, changing, collaborating, deciding, and engaging. As computers do more of our thinking for us, taking over many of our cognitive tasks, our "competitive advantage" is in the social domain. Crudely, we can outsource some of our thinking, but not much of our collaboration. The upside is liberation from cognitive drudgery; the challenge is to raise our game and to become better at what makes us distinctively human - the social, the collaborative, the creative, the visionary.

Leaders will learn through case studies from leading business (such as Google and Microsoft) and insights from the latest "human sciences" which will show them that - "shared purpose is more important than traditional incentives; empathy, trust, and psychological safety beat old school methods of behavior change; behavioral science sometimes produces major results through small tweaks to the environment; constant engagement works better than town halls, workshops, and focus groups; and technology-enabled dialog with stakeholders works better than surveys do."

Author: Paul Gibbons
Publisher: Phronesis Media
Published: 09/17/2019
Pages: 352
Binding Type: Paperback
Weight: 1.14lbs
Size: 9.00h x 6.00w x 0.79d
ISBN: 9780997651218

About the Author
Gibbons, Paul: - "Paul Gibbons is a former investment banker, consultant, professor, and CEO (yes, he is that old.) Today, his writing, speaking, and scholarship focuses on how science and philosophy can provide practical solutions to the problems we face in the 21st century. Paul's most recent book Impact gives leaders 21st-century change tools and models that are based on up-to-the-minute research in behavioral sciences, complexity theory, agile methods, information science, and more. Astute leaders know that upskilling, culture change, and mindset are critical ingredients for successful digital change - but do not know how to change those quickly enough to keep up with pace of technological change. Impact is about those upgrades to the human side of organizations, leading, learning, communicating, changing, collaborating, deciding, and engaging. His first book, The Science of Organizational Change, is listed as one of the top-ten organizational change books of all time. The book debunked management double-speak with 21st-century research from the human sciences: philosophy, economics, political science, public health, psychology, neuroscience, sociology, and history. Paul's bigger project could be called humanizing business and change. The most urgent questions for this century, suggests Paul, are two-fold. First, how can we balance the good business does, lifting billions from poverty, allowing collaboration and innovation on a global scale, and commercializing science for the common good, with its potential for great harm consumer fraud, financial bubbles, environmental damage, shattered communities, and corruption of our democracy? Second, how can we use science and reason, and not pseudoscience, myths, gurus, quacks, and dogma, to make better decisions in our lives and for our society? Paul bumper stickers? (1) Change is inevitable, whether it represents progress is up to us. (2) As computers do more of our thinking for us, taking over many of our cognitive tasks, our competitive advantage is in the social domain. (3) In a world where advancing human capability is critical, leaders need to lead learning. His popular practical philosophy podcast, Think Bigger, Think Better can be found on Itunes and Stitcher. In 2017, Paul became a Fellow of the Royal Society of Arts. In 2016, he was named a Top-30 global guru in organizational culture, and in 2008, CEO Magazine called Paul one of two CEO Super Coaches. He has appeared in the Wall Street Journal, Financial Times, Guardian, and Independent newspapers. Paul has degrees in biochemistry, philosophy, and psychology, and has taught business ethics and business leadership at some of the world's top business schools. He lives in Colorado with two young sons, serves on the board of Denver's Institute for Enterprise Ethics, and competes in mindsports, chess, bridge, MOBA, and poker."

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