Authors Mark and Anna Withers draw on their extensive change practice experience and psychological research to examine the kinds of unconscious biases that determine people’s reactions and decision-making processes during times of change. They synthesise complex theories of change into readily identifiable archetypes and suggest how leaders can, by increasing their understanding of people’s motivations and behavioural responses during change, increase their own effectiveness as change leaders.

Authors Mark and Anna Withers draw on their extensive change practice experience and psychological research to examine the kinds of unconscious biases that determine people’s reactions and decision-making processes during times of change. They synthesise complex theories of change into readily identifiable archetypes and suggest how leaders can, by increasing their understanding of people’s motivations and behavioural responses during change, increase their own effectiveness as change leaders.

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