| Description |
1 online resource (185 pages) |
| Contents |
Cover; Half Title; Title Page; Copyright Page; Table of Contents; About the author; Preface: Our global dilemma; Acknowledgements; PART I: The human animal; 1. How our primitive DNA shapes moral behaviour; 1.1 The survival imperative; 1.2 Fear and distrust of difference; 1.3 Belonging to tribes; 1.4 Trusting; 1.5 The interaction of fear and trust; 1.6 Trust and values; 1.7 The biology of trusting; 1.8 Neuroscience and inherited moral behaviour; 1.9 The malevolent potential of inheritance; 1.10 Beyond biology; ideas, myths and story; 1.11 Belonging to ideas and myths; 1.12 The power of story |
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1.13 The impotence of facts and logic to change opinion1.14 Implications for ethics and behaviour training; Notes; 2. How beliefs, religion, ethics and the law shape behaviour; 2.1 Belief, faith and religions; 2.2 Ethics, logic, morality and values; 2.3 Law, power and the lawyer's duty; Notes; 3. The nature of trust; 3.1 The elements of trust; 3.2 The value of trust; 3.3 Trust and the market economy; 3.4 Building and earning trust; 3.5 Belief and faith-based trust; 3.6 Destroying trust; 3.7 Rebuilding trust; 3.8 The role of harm in building trust; 3.9 Build trust by reducing harm |
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3.10 ConclusionNotes; PART II: Harm; 4. Harms; 4.1 The nature of harms; 4.2 Physical harm to people; 4.3 Psychological harm; 4.4 Harm to property; 4.5 Universality; 4.6 Harm to the common; 4.7 Incitement to harm; 4.8 The quantum of harm; 4.9 Severity of the harm; 4.10 Persistence of the harm; 4.11 Actions at the edge of harm; 4.12 Susceptibility; Notes; 5. The harm principles; Principle 1: do no harm; Principle 2: freedom from harm; Principle 3: harm in self-defence; Principle 4: proportional harm in self-defence; Principle 5: balance of harms; 5.1 The application of the harm principles |
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5.2 Harming society and the state5.3 Advantages of the harm principles; 5.4 Exclusions from the harm principles; 5.5 Facts, theories and hypotheses; 5.6 Myths, beliefs and religion; 5.7 The construct, not the person; 5.8 Alignment of the harm principles with religions; 5.9 The righteous infliction of harm; Principle 6: the duty to prevent and reduce harm; 5.10 Harm and the law; 5.11 Legal defences in mitigation of harming; 5.12 Threat of harm as a tool for social order; 5.13 The divergence between law and harm; 5.14 The regulators' dilemma; 5.15 The changing social attitude to inflicting harm |
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NotesPART III: Harm and the corporation; 6. Drivers of corporate behaviour; 6.1 The impact of the legal; 6.2 Ownership and control; 6.3 The corporate veil; 6.4 The problems of scale and structure; 6.5 The quantum multiplier influence of globalisation; 6.6 The impact of human nature on corporate behaviour; 6.7 Leadership and followship; the power of the alpha; 6.8 The layers of clay; 6.9 Survival instinct inside the corporation; 6.10 Tribalism within the corporation; 6.11 The impact of the dual worlds on behaviour; Notes; 7. The role of corporate values; 7.1 The lack of real meaning |
| Summary |
Behaviour change programs fail more often than they succeed. Failure is avoidable, but not if we keep attempting change the same way. Negotiating Changeis the culmination of decades of work with global corporations in ethics, communications, behaviour change and regulatory and social compliance. The book provides a text for corporate leaders, their advisors and academics and students from several disciplines to explain why the current approach to behaviour change and compliance fails, and documents why the author's approach has been successful in more than 60 countries. The book synthesises research insights from evolutionary psychology, behavioural sciences, neuroscience and neurochemistry into a practical guide. It explains why systems for behavioural guidance and control based on beliefs, religions, ethics, cultures and the law are ineffective in our globalised, hyper-connected, multi-cultural world. The author proposes that harm, first introduced by Hippocrates to guide the practice of medicine, provides a more useful linguistic model to engage. Harm and the Harm Principles provide an objective, independent and universal measure for assessing behaviour, applying equally regardless of race, religion, gender, age or status. Harm is culturally neutral and operates independently of laws, philosophies or codes of conduct. Harm transcends geography and time. Corporations are particularly vulnerable as they operate not just across jurisdictions and cultures, but their behaviour is influenced by the very nature of incorporation, corporate structure and stock-market pressure. Negotiating Changecontains tools for boards and senior executives who want to build a more trustworthy organisation. It will not stop bad people doing bad things, but at least the self-righteous mask of legality will be removed |
| Notes |
7.2 Contextual interpretation |
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Print version record |
| Subject |
Organizational change.
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Organizational behavior.
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Leadership.
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Organizational Innovation
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Leadership
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BUSINESS & ECONOMICS -- Business Ethics.
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BUSINESS & ECONOMICS -- Leadership.
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Leadership
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Organizational behavior
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Organizational change
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| Form |
Electronic book
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| ISBN |
9781351108782 |
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1351108786 |
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