Regardless of company or industry, most employees tend to respond to change in the same way: with reluctance and trepidation. Often, we don’t even know why we respond the way we do; we just notice ourselves becoming resistant to change, despite the obvious potential for growth and development.
By understanding these issues and with the knowledge of how people are likely to react, we are able to effectively train leaders to implement change.
Our people leaders have been able to immediately translate their new understanding into their daily work and feel equipped to be able to confidently lead through the next period of change. The common language and understanding is invaluable. STAR and ANTs would appear to be a new most commonly used terms within the organisation.
As author of a best-selling textbook on Management and Organisational Behaviour, now in its tenth edition, I have read with great interest Anne’s innovative and thought provoking work on the neuroscience of change and The Almond Effect®.
I am pleased to reference the work of Anne Riches in this major text as an internationally recognised leader in neuroscientific research and the management of change.
– Laurie J. Mullins, Author – Management & Organisational Behaviour, Pearson Education Ltd