Neuroscience for Organizational Change: An Evidence-based Practical Guide to Managing Change

by Hilary Scarlett

Overview

Organizational change can be unpredictable and stressful. With a better understanding of what our brains need to focus, organizations can increase employee engagement, productivity and wellbeing to successfully manage periods of uncertainty.

Drawing on the latest scientific research, the third edition of Neuroscience for Organizational Change brings the work of neuroscientists out of the lab and into the workplace in a practical and accessible way. It explores the need for social connection at work, how best to manage emotions, how to top up our mental energy, what influences our behaviour and our decision-making and why we need communication, involvement and collaboration to help us through change.

This updated edition features a new chapter on neurodiversity and psychological safety, as well as new content based on the latest fascinating insights from neuroscience such as the impact of interoception on our decision-making, how to create a 'challenge' mindset at work, what makes us more receptive to feedback and the role of interbrain synchronization in team performance and collaboration. Full of practical tips, interviews and examples of how these insights have been applied from organizations such as PepsiCo, the Neurodiversity Employee Resource Group at Philips and the UK's Office for National Statistics, this essential guide provides a long-term view of the benefits of applying neuroscience in organizations.

Product Details

ISBN-13:	9781398621282
Publisher:	Kogan Page, Ltd.
Publication date:	07/29/2025
Edition description:	3rd ed.
Pages:	360
Product dimensions:	6.14(w) x 9.21(h) x 0.00(d)

About the Author

Hilary Scarlett is an international speaker, consultant and author. Her work has spanned Europe, North America and Asia and focuses on helping leaders in the private and public sectors to introduce change efficiently and effectively. Based in London, UK, she is a member of the British Neuroscience Association and the British Psychological Society.

Table of Contents

* Section - One: The Challenge ** Chapter - 1: Introduction to neuroscience; ** Chapter - 2: Brain facts ** Chapter - 3: Why our brains don’t like organizational change * Section - Two: What can we do? ** Chapter - 4: Performing at our best during change; ** Chapter - 5: Our social brains; ** Chapter - 6: Managing emotions during change; ** Chapter - 7: Decision-making, bias and interoception; ** Chapter - 8: Communication, involvement and the role of storytelling; ** Chapter - 9: Planning change with the brain in mind; ** Chapter - 10: Planning change: neurodiversity and psychological safety; ** Chapter - 11: Changing behaviour; ** Chapter - 11: Planning the working day to maximize productivity and well-being; ** Chapter - 13: Applying neuroscience in the organization;

Editorial Reviews

"Hilary Scarlett manages what few do in this space: she brings neuroscience into organizational change without dumbing it down or dressing it up. In a field thick with neuro-myths and brainy buzzwords, this book is both academically robust and intensely useful."

author of The Science of Organizational Change Paul Gibbons

"Grounded in relevant research and rich with insight, this book is both enlightening and practical. Every professional engaged in behaviour change will benefit from its up-to-date, applied perspective. Hilary Scarlett masterfully bridges the 'why' of change with the 'how' of our brain's resistance to it. To approach behaviour change without the scientific foundation this book offers is to work with an unnecessary disadvantage."

Theresa Moulton

"To me, leadership is fundamentally about change. Yet change, of course, is nearly always resisted and extremely hard to achieve. This excellent book has helped me to understand why this is, and how to respond effectively, thus greatly increasing the likelihood of any change programme being successful."

Richard Deverell

"In this second edition, Hilary has added significant insights on behavioural change (both for self and others) as well as clear applications readers can use to maximize their own productivity. This book continues to provide leaders and change agents with a timeless version of how to translate science into practical steps in working with change and leading their people."

Visiting Fellow of Roffey Park Institute UK and th Dr Mee-Yan Cheung-Judge

"Filled with pertinent research and generous insight, this book is a pleasure to read. Every professional involved with behavior change should read this book to ensure that they have the latest applied information on the topic. Scarlett has seamlessly integrated the logic for why it is important to change with the realities of how our brains can fight us in changing. Working with behavior change without the scientific knowledge provided in this book is a certain handicap for all genres of change professionals."

Editor-in-Chief Change Management Review Theresa Moulton

"This is an outstanding read, packed full of compelling evidence and presented in short, digestible chunks with practical suggestions and ideas. It's an invaluable handbook for any HR professional looking to get under the human skin of organisational change and to help them to make sense of the stuff we know intrinsically to be true."

Dr Neil Wooding

"Hilary Scarlett has achieved something remarkable, an immensely readable guide to the way that modern work impacts upon our minds. Anyone wanting to improve the impact of their job on them or their teams will be enthralled by it."

bestselling author of Fortitude and The Joy of Wor Bruce Daisley

"Hilary Scarlett has produced a fascinating and accessible guide to the science behind our behaviour at work. Full of practical advice, this will be a useful book for anyone wanting to become a better manager, and for leaders with the vision to build a more positive workplace."

Jo Swinson

"In a world of constant change, understanding how the brain responds is essential for effective leadership. Hilary Scarlett's work powerfully shows why leaders must approach change with empathy, helping them support their teams in smarter, more human ways. This book is an essential guide for anyone who wants to lead with both insight and compassion."

Sophie Bialaszewski

"This book is a great synthesis of scientific research and practical implementation. It enables readers to understand the science and then apply it to improve both their own performance and that of their teams."

Vincent Walsh

"The additional work in the second edition of Neuroscience for Organizational Change adds an extra dimension of practicality to the ideas in the first edition. Put simply, the extra chapters gave me lots of ideas for the content of my change plans, to really help achieve behavioural change. I loved the emphasis on well-being and how to treat our brains with care. I think that guidance is a great conversation starter for organisations beginning to prioritise mental health at work. This book is useful, relevant and readable."

Melanie Franklin

"Hilary Scarlett has achieved something remarkable, an immensely readable guide to the way that modern work impacts upon our minds. Anyone wanting to improve the impact of their job on them or their teams will be enthralled by it."

Twitter & author of Sunday Times bestseller The Jo Bruce Daisley VP EMEA

"This is an outstanding read, packed full of compelling evidence and generously thought provoking. For any HR professional looking to get under the human skin of organizational change it's a biblical handbook, helping to sense-make the stuff we know intrinsically to be true. This is not just a book about neuroscience, it's a neuroscience enterprise in itself, rich insightful learning, presented in short, digestible chunks and coated with practical suggestions and ideas. Piquing our curiosity and encouraging us to remember every page."

Civil Service Commissioner and NHS Board Chair Dr Neil Wooding CBE

"Neuroscience for Organizational Change is a key resource for managers and consultants in the planning and conduct of neuroscience-based organizational change. Hilary Scarlett provides a comprehensive and practical discussion of the link between neuroscience principles and organizational change. This is a book that you will use again and again."

Board Chair emeritus of the Association for Talent Walter McFarland

"This book is a must-have resource for change practitioners and leaders who want to understand how people process information, what can be done to manage threat and reward responses, and how to lead change. The way we manage change is changing and this book helps us understand that every person travels a unique and personal journey through change that leaders can influence when the right approach is used."

Michelle Pallas

"This book interprets fantastically the latest understanding from neuroscience to our working world. From navigating relationships, to dealing with change and stress, the insight, evidence and depth of study enables us all to optimize our potential and that of those around us. This third edition is updated with interesting new research and continues to be a source of great wisdom. A must-read resource for all leaders and aspiring leaders!"

Paula Leach

"The book is clearly written, highly readable, insightful and packed with actionable ideas. The new content on neurodiversity and psychological safety provides guidance that a leader can valuably implement with every team they work with."

Alison Crosland

"Change, in all forms, wants to disrupt and do things differently, while our brains prefer a steady state with repetitive actions. Hilary Scarlett has provided a practical, accessible way to understand this reality and improve how we manage our leadership and change needs."

David W. Jamieson

"This is one of the most stimulating books I have read in a long time. It's essential reading for any leader who wants to understand and get the best out of their people."

CEO Weber Shandwick UK & EMEA Colin Byrne

"Hilary Scarlett has done an excellent job of translating hard science into practical steps.... The wealth of insights provided by this book will make a feast of reading for all leaders whose desire to keep the organisation in 'flow'."

Dean of the European NTL Organisation Development Dr Mee-Yan Cheung-Judge

"A brilliant read for anyone leading change. This book really helps you understand how people tick and is packed full of practical advice to guide people through uncertainty and have change land successfully."

Mairi Doyle

"Those looking to understand how organisational change can be led in a psychologically enlightened or 'brain friendly' way should find this book rich and useful."

CIPD Book Review by Jonny Gifford

"I learned a lot from reading this wise book - for my job, for my team and for myself. It just all makes so much sense. In these fiercely logical but friendly and practical pages, I found a clear and compelling argument for managing change in a more thoughtful, informed and ultimately human way."

Clare Barclay

"Full of practical advice, this will be a useful book for anyone wanting to become a better manager, and for leaders with the vision to build a more positive workplace."

Minister for Employment Relations 2012-2015 Jo Swinson

"This book is an important contribution to the increasing focus on productivity and on employees' emotional and mental welfare."

David MacLeod

"This is the most stimulating book I have read in a long time. It’s essential reading for any leader who wants to understand and get the best out of their people."

Weber Shandwick, UK & EMEA - Colin Byrne

"A practitioner’s delight! Finally, a handy book that lays out the power of using neuroscience to rethink how organizations lead change."

SABMiller - Samantha Rockey

"Engaged employees are fundamental to the success of organizations. If we can understand the brain better then we can better understand what motivates people and enables them to feel, and be, engaged at work. This book is an important contribution to the increasing focus on productivity and on employees’ emotional and mental welfare."

Engage for Success - David MacLeod OBE