The Social Cognitive Neuroscience of Leading Organizational Change
TiER1 Performance
Book · Book, about 8 hours · For: Team leads / managers, Trainers / facilitators
A research-grounded book on the social neuroscience behind people's reactions to change at work. It explains why changes to roles, status and control trigger resistance, and how to design change so people can take it in. Relevant to any company moving toward shared ownership or self-management, where those exact changes are on the table.
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Problems it helps with
- Every time we announce a change, people dig in
- Our rollout plan was solid but nobody adopted it
- People shut down when we talk about new roles or structure
- I need to explain why moving to self-management feels threatening
What it covers
- How the brain reacts to uncertainty, loss of status and loss of control
- Why social connection and fairness drive whether people accept change
- Practical ways to design change communication around those reactions
- TiER1's people-centered approach to strategic change
Topics: Communication · Emotional intelligence · Psychological safety