A conference got the author to reflect on his ambivalence toward neuroscience… Article first written for the blog of HR People & Strategy (USA) – the executive arm of SHRM, the world’s largest HR membership organization. Also appeared on the blog of the Strategic Capability Network (Canada).
In an earlier post I talked about the importance of building the emotional case for change – and not just the business case. To illustrate, I used a consumer example: Volkswagen’s Eyes on the road campaign (the video is embedded in that post). I encouraged change leaders to study how others have been able to engage at an emotional level the people who had to change; and I shared some of my favourite stories from the change management literature.
I just came across another great video example, this time by
Emotions are hugely powerful. But most managers barely tap into that power when driving organizational change. That is the reason we stress to participants in our change leadership learning programs the importance of building the emotional case for change – not just the business case.
This week I’ve been attending the annual conference of the Canadian Society for Training & Development (CSTD) – I will be presenting a client case on the last day of the event. Listening to other speakers is a great opportunity to stop and reflect. A comment by a fellow presenter yesterday got me to think about