Leadership that makes a difference takes guts and confidence, plus belief in oneself and belief in the key players in the organization. It is built on trust, not fear. Scared people spend a lot more time plotting their survival than working productively, so TheFear-Free Organization has zero tolerance for bullies, vicious gossip, undermining behaviors, hijacking tactics, political jockeying for position or favoritism. Instead, it works on inspiration. Evidence from neuroscience shows that individuals and organizations are more successful when people are encouraged to take risks, to explore new ideas, and to channel their energies in ways that work for them. The Fear-Free Organization reveals how our new understanding of the neurobiology of the self - how the brain constructs the person - can transform for the better the way our businesses and organizations work.
|Publisher:||Kogan Page, Ltd|
|Product dimensions:||6.10(w) x 9.10(h) x 0.60(d)|
About the Author
Dr Paul Brown has worked as a clinical and organizational psychologist for fifty years with an international practice that has taken him throughout Europe, the USA, Singapore, Hong Kong, Indonesia, China, Vietnam and Lao PDR. He is Visiting Professor in Organizational Neuroscience at London South Bank University - the first such appointment in the UK. He lives in Laos, where he acts as an adviser within the advisory office of the Prime Minister; works substantially in Vietnam with the Vietnam Veterans of America Foundation concerned with the legacy effects of war; is Expert Adviser to the International Energy Research Centre at the Tyndall Institute, Ireland; and teaches regularly in England and Ireland. He is the co-author of Neuropsychology for Coaches (Open University Press). Joan Kingsley is a consultant clinical and organizational psychotherapist who has spent the past 25 years doing research into the links between brain systems and our psychological lives. She practices as an Executive Coach and works with senior management in business organizations. She is Vice President of a New York based business and sits on the Boards of two UK organizations. Sue Paterson is a consultant with a deep understanding of how to live and work successfully in different cultures, and how different organizations work (or not). She has also worked in HR, leading a team delivering talent management, leadership development and recruitment to over 5,000 staff based in Europe.
Table of ContentsList of figures
List of tables
About the authors
PrefaceIntroduction Part One The person 01 Fear essentials and the development of the Self
We are our emotions
What is the brain?
Let’s get physical: what are feelings?
Becoming a person: Change and adaptability
References02 The brain
Welcome to your brain on emotion
The emotion connection
So, what makes people different?
Emotions deep down inside: Your business card
The leader’s low road
What’s trust/love got to do with it?
Walking on air
Appendix 2A The triune brain
Appendix 2B The emotional brain: Key ingredients
Appendix 2C Left brain/right brain
Appendix 2D Neurotransmitters and hormones03 Memories are made of this
What are memories?
Once upon a time
The faintest ink
The eureka effect
Creativity by association
I remember it well
What lies beneath
Make or break
Being and nothingness
Cooperation and collaboration
The business of relationships
Attachment: The foundation of trust
The gift of fear
The neurobiology of trust
The trust game
In virtual reality we trust
The power of trust
ReferencesPart Two The organization, energy flow and profit 06 Fear in the workplace
But first, some definitions
Fear in the organization
References07 The nature of energy
Energy and the brain
Managing the brain’s energy
Tracking energy in the organization
The ‘mind’: A working model
The fear-free organization
References08 Leaders and HR
Who is accountable?
The role of HR in organizations
The role of leaders
Leaders and HR working relationships
ReferencesPart Three The future of organizations 09 The role of leadership
What makes a good leader?
How do leaders lead?
Leadership and the Sofi model
Relationships and communications
Building a trust-based culture
Setting strategy and getting commitment
Being a limbic leader in a brain-focused organization
Leadership and gender
References10 Change, adaptability and flow
Adaptability and change
Seeing and flowing
The flow state
Different ways of thinking
What is the Self?
Organizational change programmes
Change in a fear-free organization
References11 The fear-free organization
A useful reminder
The beginnings of a central unifying theory
Proposed design spec for a fear-free organization