Corporations are constantly forced to make permanent changes due to dynamic transformations in the political, technological, social, economic and ecological sphere. Disruptive developments, uncertainty due to global financial and economic crises and political instability intensify the situation. The ability to adapt and implement changes in this environment is vital to secure the long-term survival of any company. In order to control and accompany the processes of change, special management techniques are required, which are summarized by the term change management.
Yet between sixty and seventy percent of all change projects in companies fail. This begs the question if these approaches are up-to-date in comparison with the latest scientific findings. This study examines the applicability of current neuroleadership approaches from a business perspective. The objective of the author is to determine whether the available tools, based on neuroscientific findings, can help project managers deliver a sustainable change, while taking basic human needs into consideration.
In this book:
- Neuroleadership;
- Change Managment;
- Neuroscience;
- Laughter Yoga;
- Neuroplasticity
Inhaltsverzeichnis (Table of Contents)
- 1 Introduction
- 2 Introduction of Neuroleadership
- 2.1 Introduction
- 2.2 Neuroscience
- 2.3 Definition of Neuroleadership
- 2.4 The Human Brain in context with Neuroleadership
- 2.5 Relevant Insights
- 3 Neuroleadership Approaches
- 3.1 Introduction
- 3.2 David Rock´s SCARF Model
- 3.3 Neuroleadership According to Elger
- 3.4 ACTIVE Model According to Peters & Ghadiri
- 3.5 Hüther´s Supportive Leadership
- 3.6 Seven Patterns of Success by Purps-Pardigol
- 3.7 Evaluation of the Neuroleadership Approaches
- 4 Project and Change Management
- 4.1 Introduction
- 4.2 Project Management
- 4.3 Agile Project Management
- 4.4 Change Management
- 5 Toolbox for Project Manager
- 5.1 Introduction
- 5.2 Tool 1 – Affect Balance
- 5.3 Tool 2 – Laughter Yoga
- 5.4 Tool 3 – SCARF Model
- 5.5 Tool 4 – Mindfulness Interventions
- 5.6 Tool 5 – Praise Cards
- 5.7 Tool 6 – Storytelling
- 5.8 Implementation of the Toolbox within Scrum
- 6 Research Design
- 6.1 Introduction
- 6.2 Key Questions
- 6.3 Empirical Social Research
- 6.4 Specification of the Interview Method
- 6.5 Data Analysis
- 7 Evaluation of the Expert Interviews
- 7.1 Experts’ Experience in Change Processes
- 7.2 Success Factors in Change Projects
- 7.3 Evaluation of the Neuroleadership Toolbox
- 7.4 Success Factors of Tool Implementation
- 7.5 Evaluation of the Tool Compatibility within Scrum
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This thesis examines existing neuroleadership approaches and their applicability in a business context. The objective is to determine if a developed toolbox, based on neuroscientific findings, can help project managers deliver sustainable change while considering basic human needs. The study aims to derive actionable strategies for successful tool implementation.
- The application of neuroscience in leadership and change management.
- The impact of neuroscientific findings on project management methodologies.
- The development and evaluation of a neuroleadership-based toolbox for project managers.
- The integration of the toolbox within the Agile Scrum framework.
- Identification of success factors for implementing neuroleadership tools in organizational settings.
Zusammenfassung der Kapitel (Chapter Summaries)
1 Introduction: This chapter introduces the challenges of change management in corporations, highlighting the high failure rate of change projects and questioning the efficacy of traditional approaches. It introduces neuroleadership as a potential solution, emphasizing the importance of understanding the brain's functioning to manage change more effectively. The thesis outlines its objective: to evaluate a toolbox based on neuroscientific findings to support project managers in implementing sustainable change while considering human needs.
2 Introduction of Neuroleadership: This chapter defines neuroleadership, exploring its foundation in neuroscience and neuroeconomics. It details neuroscience's interdisciplinary nature and its focus on understanding the brain's functions, particularly concerning learning, awareness, and decision-making. The chapter then introduces the human brain's structure using MacLean's three-layer model (brain stem, limbic system, cerebral cortex), emphasizing the amygdala, hippocampus, and prefrontal cortex's roles in emotion, memory, and higher-level cognitive functions. It concludes by discussing relevant insights from neuroscience, such as the brain's response to change, neuroplasticity, the role of mirror neurons, and the ineffectiveness of behaviorist approaches like incentive plans.
3 Neuroleadership Approaches: This chapter presents and compares various neuroleadership approaches, including David Rock's SCARF model (Status, Certainty, Autonomy, Relatedness, Fairness), Elger's seven principles of neuroleadership, Peters & Ghadiri's ACTIVE model, Hüther's supportive leadership, and Purps-Pardigol's seven patterns of success. Each approach is explained in detail, highlighting its strengths and limitations regarding application in business settings. The chapter emphasizes the importance of understanding the interplay between reward systems, emotional responses, memory processing, and decision-making in the brain to improve leadership effectiveness.
4 Project and Change Management: This chapter defines project and change management, contrasting traditional and agile (Scrum) methodologies. It discusses the roles of project managers within these frameworks, highlighting the shift from task assignment to team coaching and impediment removal in agile environments. The chapter examines the importance of considering the human factor in change management, emphasizing the need for employee buy-in and participation.
5 Toolbox for Project Manager: This chapter details a toolbox comprising six tools designed to improve project and change management by addressing the human factor: affect balance, laughter yoga, the SCARF model, mindfulness interventions, praise cards, and storytelling. Each tool's mechanism of action on the brain and body is explained. The chapter concludes by proposing a framework for integrating these tools within the Scrum workflow.
6 Research Design: This chapter outlines the research methodology employed in the thesis, explaining the choice of qualitative research methods, specifically expert interviews. It defines the key research questions and details the interview process, including the development of an interview guide, participant selection, data collection, and the qualitative content analysis employed for data analysis. The chapter also addresses the quality criteria used to evaluate the research.
7 Evaluation of the Expert Interviews: This chapter presents and analyzes the results of the expert interviews, addressing the key research questions. It discusses the experts' experiences in change processes, identifying success factors and exploring the suitability and implementation effort of each tool within the developed toolbox. The chapter also examines the compatibility of the tools within the Scrum framework.
Schlüsselwörter (Keywords)
Neuroleadership, neuroscience, change management, project management, Scrum, Agile, SCARF model, mindfulness, storytelling, affect balance, laughter yoga, praise cards, employee engagement, sustainable change, human needs, toolbox, expert interviews, qualitative research.
Frequently Asked Questions: Neuroleadership Toolbox for Sustainable Change in Project Management
What is the main focus of this thesis?
This thesis investigates the application of neuroleadership approaches in project and change management. It aims to determine if a specifically designed toolbox, rooted in neuroscientific findings, can enhance project managers' ability to implement sustainable change while considering fundamental human needs. The research also focuses on developing actionable strategies for effective tool implementation and integration within agile frameworks.
What are the key themes explored in this research?
Key themes include the application of neuroscience in leadership and change management, the impact of neuroscientific findings on project management methodologies, the development and evaluation of a neuroleadership-based toolbox, the integration of this toolbox within the Agile Scrum framework, and the identification of success factors for implementing neuroleadership tools in organizational settings.
What neuroleadership approaches are discussed?
The thesis examines several prominent neuroleadership approaches, including David Rock's SCARF model (Status, Certainty, Autonomy, Relatedness, Fairness), Elger's principles of neuroleadership, Peters & Ghadiri's ACTIVE model, Hüther's supportive leadership, and Purps-Pardigol's seven patterns of success. Each approach is analyzed for its strengths and limitations in a business context.
What is the neuroleadership toolbox developed in this research?
The developed toolbox consists of six tools: affect balance, laughter yoga, the SCARF model, mindfulness interventions, praise cards, and storytelling. Each tool is designed to address the human factor in project management and facilitate sustainable change by impacting the brain and body in specific ways. The thesis explores their integration within the Scrum workflow.
What research methodology was used?
The research employed a qualitative approach, specifically expert interviews. The selection of experts, interview guide development, data collection, and qualitative content analysis are detailed in the thesis. The research questions focused on experts' experiences with change processes, success factors in change projects, and the evaluation of the neuroleadership toolbox and its compatibility with Scrum.
What are the key findings of the expert interviews?
The analysis of expert interviews explored experts' experiences in change processes, identified success factors in change projects, evaluated the neuroleadership toolbox's effectiveness, and investigated the success factors for tool implementation and compatibility within the Scrum framework. Specific findings are detailed in the chapter dedicated to the evaluation of expert interviews.
What are the overall conclusions of the thesis?
The thesis concludes by presenting the results of the expert interview analysis, summarizing the efficacy of the developed neuroleadership toolbox, and offering recommendations for the practical implementation of neuroleadership tools in project and change management contexts, specifically within Agile Scrum frameworks. The findings contribute to a better understanding of how neuroscientific insights can improve leadership effectiveness and enhance project success rates.
What are the keywords associated with this research?
Keywords include Neuroleadership, neuroscience, change management, project management, Scrum, Agile, SCARF model, mindfulness, storytelling, affect balance, laughter yoga, praise cards, employee engagement, sustainable change, human needs, toolbox, expert interviews, and qualitative research.
- Arbeit zitieren
- Tobias Mauritz (Autor:in), 2017, Applied Neuroleadership Models in Project and Change Management, München, GRIN Verlag, https://www.grin.com/document/379733
