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The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders
Mini Dissertation (MBA)--University of Pretoria, 2017.
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| Other Authors: | |
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2017
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| _version_ | 1867613539265413120 |
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| access_status_str | Open Access |
| author2 | Wilson-Prangley, Anthony |
| author_browse | Wilson-Prangley, Anthony |
| author_facet | Wilson-Prangley, Anthony |
| collection | Thesis |
| dc_rights_str_mv | © 2017 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. |
| description | Mini Dissertation (MBA)--University of Pretoria, 2017. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/59753 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:37:45.339Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2017 |
| publishDateRange | 2017 |
| publishDateSort | 2017 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/59753 The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders Wilson-Prangley, Anthony ichelp@gibs.co.za Ratangee, Navlika UCTD Mini Dissertation (MBA)--University of Pretoria, 2017. Change leadership is challenging as leaders don't know enough about drivers of employee's behaviour. Organisational cognitive neuroscience offers an opportunity in understanding employee's behaviour and reactions in the workplace (Cameron & Green, 2015). This study aims to verify whether neuroscience propositions, particularly Rock's (2008, 2009) SCARF principle, indeed prevent organisational dysfunction associated with change. Insights are gained into the neuroscience of employee behaviour in the context of change management. This study also offers change leadership guidance to ensure optimal productivity and the prevention of organisational dysfunction by exploring organisational health. Exploratory qualitative research using in-depth interviews of 20 Executives from large organisations with recent change experience was utilised. The insights from these interviews formed the basis of the data that was analysed through content and thematic analysis to reveal the research findings of this study. Three major findings are presented. First, there is evidence for neuroscience propositions amongst change leaders. Secondly, it was found that SCARF was not sufficient and that MIC-SCARF which is Meaning making, Inclusion, Communication, Significance, Certainty, Autonomy, Relatedness and Fairness offers additional guidance to change leadership by embedding such neuroscience propositions as a culture within the organisation. Thirdly, embedding a culture of neuroscience assists change leaders to prevent organisational dysfunction and create organisational health. The concept of sustainable organisational health is what practitioners should be working towards. The findings are integrated into a neuroscience framework for change leaders to obtain sustainable organisational health. zk2017 Gordon Institute of Business Science (GIBS) MBA Unrestricted 2017-04-07T13:05:28Z 2017-04-07T13:05:28Z 2017-03-30 2017 Mini Dissertation Ratangee, N 2017, The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders, MBA Mini Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/59753> http://hdl.handle.net/2263/59753 en © 2017 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders |
| title | The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders |
| title_full | The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders |
| title_fullStr | The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders |
| title_full_unstemmed | The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders |
| title_short | The evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders |
| title_sort | evidence of organisational cognitive neuroscience propositions in the lived experience of change leaders |
| topic | UCTD |
| url | http://hdl.handle.net/2263/59753 |