 |
|
|
|
|
Management Rewired |
|
|
Why Feedback Doesn't Work and Other Surprising Lessons from the Latest Brain Science
Charles S. Jacobs - Author
|
|
|
|
|
|
|
|
| Book: Hardcover | 5.98 x 9.01in | 224 pages | ISBN 9781591842620 | 14 May 2009 | Portfolio | 18 - AND UP |
|
|
|
|
|
|
|
|
|
|
|
How brain science can help us make smarter management decisions
Businesspeople are taught to make decisions with facts and logic and to avoid emotional bias. But according to the latest research, we almost never decide rationally, despite thinking that we do. Our experiences carry an emotional charge, encoded in the synapses of our neurons. And when we try to deny what our emotions tell us, we lose what we’ve learned from the past. That’s just one of many recent discoveries that help explain why management is so challenging. As Charles Jacobs explains, much of the conventional wisdom taught to managers is not only inadequate, it produces the opposite of what is intended. The better path is frequently counterintuitive.
For example, it turns out that pay doesn’t really drive performance. When we do work that’s inherently engaging, the neurotransmitter dopamine is released, creating feelings of pleasure not unlike a cocaine high. But when we work primarily for money, the dopamine isn’t triggered and it’s harder to stay motivated.
Once we understand the lessons of neuroscience, we can create more effective strategies, inspire people to maximize their potential, and overcome the biggest hurdle to improving business performance—making change stick.
Jacobs, founder of the Amherst Consulting Group and managing partner of One Eighty Partners, debunks management myths in this provocative, counterintuitive volume, demonstrating how relying on emotions-rather than logic-leads to better business decisions. Jacobs draws on the latest research showing that positive and negative reinforcement don't improve performance, quantifiable objectives cause workers to fixate on the short term and sacrifice long-term focus and certain common management practices produce the opposite of the intended effect. He examines the limitations of current organizational strategy in light of brain science, using layman's language to map out how the brain interprets experience and responds to feedback, reward and punishment. He asserts that organizations that are able to apply brain science to their businesses will have a decided advantage over the competition, and he shows how his findings can enhance performance at every level of a company. Well argued and substantiated, this book turns prevalent management theory on its head and will have lasting impact on how it is taught in business schools and implemented in organizations.
-Publisher's Weekly (Starred review)
"This is a lively and often likably eccentric book that does a solid job of surveying some sensible management practices"
- Harvard Business Review
"the book is illuminating, thanks to the author's fluent style and wide learning, which he wears lightly and brings to bear usefully"
-Fortune Small Business
"Jacobs, who has spent decades consulting for blue-chip companies, proposes a radical rethinking of management techniques...reading Management Rewired might soften the touch--and boost the effectiveness--of many a corporate drill sergeant."
--Businessweek
"[Management Rewired] raises fascinating and important questions. Managers should take them seriously."
--Stefan Stern, Financial Times
"Armed with some startling scientific data...persuasive."
--Los Angeles Times
"Noteworthy."
--Kansas City Star
"Management Rewired demonstartes that science does have a role in developing an effective management strategy. By understanding how the brain works, managers can better motivate their employees, make the workplace more enjoyable and improve business performance."
--Risk Management
|
|
|
Email Alerts
To keep up-to-date, input your email address, and we will contact you on publication
|
|
|
|
|
|
|
|
|
|
|
|
Music Page
Rock, jazz, pop, blues..Penguin's got you covered with our diverse array of titles in our new music area.
|
|
|
|
|
|
