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"The best book on change I've ever read..." (Bank CEO)"The best book on change in fifteen years, perhaps longer..." (Organization Development consultant)Leaders need guidance on leading change grounded in the latest science, not 20th-century myths. In this updated 2019 edition of The Science of Organizational Change, Paul takes us on a journey from change mythology, from New Age change ideas, from "reports in drawers", and from pop psychology up to the present. In the first comprehensive treatment of behavioral science in business, you'll learn which cognitive biases caused the 2008 Financial Crisis, Enron, and the Deepwater Horizon. Later in the book, you'll discover how evidence-based management is helping leading businesses including Google.The author's 30-year career, scholarly approach, but without dry academic writing make this book a must-read for all managers interested in change. Few authors incorporate findings from psychology, sociology, medicine, philosophy of science, ethics, public policy, economics, and mathematics into books on change. Fewer still do it in an interesting way.Read case studies from Cisco, Intel, Nokia, BP, Shell, Barclays, British Airways, Comcast, and PwC - all former clients of the author where he advised at C-suite level.

"Since myths can be hard to test and compare, we get an intellectual free for all that allows bullshit to prosper and propagate, for decades, even when subsequent human science research has overturned it."How humans decide what to believe, in their professional and personal lives, is vital. It applies to our interest area, the myths of organizational change, but also critically to life, such as health and medical decisions, fake news, politics, and more.Once a myth takes root, whether true or false, it sticks. Transmitted by the media and reiterated by gurus, it becomes a cultural "truth". Take the idea that people are left-brained or right-brained and that the latter are more creative. Psychologists debunk this claim until they're blue in the face, yet it has mythological stature, including among some change professionals.This idea stickiness is endemic in the organizational change profession. Many of its signature ideas are decades old, yet they have stuck without any re-evaluation as research and knowledge in the human sciences has proved them false.For example, the very first model Paul and Tricia learned as organizational change consultants was the Kübler-Ross "grief model" which was supposed to describe the organizational change experience. Later, they began to wonder how the emotional experience of the dying became a template for business change of all kinds.Similarly, early writers picked up the "unfreeze change refreeze" model, and it became paradigmatic, eventually finding its way into harmful ideas such as creating a "sense of urgency" or "burning platform". The Science of Organizational Change, published in 2015 and revised in 2019, took the first stab at identifying myths in the world of change. Each myth in that book deserved a chapter-length exploration that it did not receive.Change Myths does just that. It takes six of the most popular and well-known change myths and gives them the exploration they deserve, applying a scientific and critical lens to their origins and supporting evidence.Some of those myths debunked are the Myers-Briggs Type Indicator, Learning Styles, resistance to change, and "sense of urgency."Change Mythsbegins a long-overdue conversation: What does it cost businesses to cling to outdated and disproven ideas?Authors Paul Gibbons and Tricia Kennedy do not position themselves as the final arbiters of truth, as if they were a Supreme Court of change ideas, but rather offer critical-thinking tools and research to equip readers to parse their own beliefs.This, more than any dissection of a specific myth, offers an opportunity to transform the world of organizational change toward one more grounded in evidence and critical thinking.Perhaps more than ever, every professional, business leader, worker, citizen, parent, and adult needs better tools to parse and discern the deluge of information they encounter daily to help make decisions where knowledge sources conflict.The tools in Change Myths will help the reader sift through and debunk myths in all walks of life.

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 20th-century change models are not up to the challenge of 21st 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 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.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 21st-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."