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.
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