Management Rewired: Why Feedback Doesn't Work and Other Surprising Lessons fromthe Latest Brain Science [Hardcover]

Charles S. Jacobs (Author)

Book Description

Release date: May 14, 2009

How brain science can help us make smarter management decisions

Businesspeople are taught to make decisions with facts and logic and to avoid emotional bias. But according to the latest research, we almost never decide rationally, despite thinking that we do. Our experiences carry an emotional charge, encoded in the synapses of our neurons. And when we try to deny what our emotions tell us, we lose what we've learned from the past. That's just one of many recent discoveries that help explain why management is so challenging. As Charles Jacobs explains, much of the conventional wisdom taught to managers is not only inadequate, it produces the opposite of what is intended. The better path is frequently counterintuitive.

For example, it turns out that pay doesn't really drive performance. When we do work that's inherently engaging, the neurotransmitter dopamine is released, creating feelings of pleasure not unlike a cocaine high. But when we work primarily for money, the dopamine isn't triggered and it's harder to stay motivated.

Once we understand the lessons of neuroscience, we can create more effective strategies, inspire people to maximize their potential, and overcome the biggest hurdle to improving business performance-making change stick.

--This text refers to an out of print or unavailable edition of this title.

Editorial Reviews

From Publishers Weekly

Starred Review. Jacobs, founder of the Amherst Consulting Group and managing partner of One Eighty Partners, debunks management myths in this provocative, counterintuitive volume, demonstrating how relying on emotions—rather than logic—leads to better business decisions. Jacobs draws on the latest research showing that positive and negative reinforcement don't improve performance, quantifiable objectives cause workers to fixate on the short term and sacrifice long-term focus and certain common management practices produce the opposite of the intended effect. He examines the limitations of current organizational strategy in light of brain science, using layman's language to map out how the brain interprets experience and responds to feedback, reward and punishment. He asserts that organizations that are able to apply brain science to their businesses will have a decided advantage over the competition, and he shows how his findings can enhance performance at every level of a company. Well argued and substantiated, this book turns prevalent management theory on its head and will have lasting impact on how it is taught in business schools and implemented in organizations. (May)
Copyright © Reed Business Information, a division of Reed Elsevier Inc. All rights reserved.

From Booklist

Jacobs suggests that the latest developments in brain science transform our understanding of the way people think and behave, contending that emotions rather than logic lead to better business decisions. Each of us sees the world differently, with a wide range of views about everything, and hence direct actions do not create the desired results sought from employees. We learn “the management revolution is about no longer forcing people to do things but encouraging them.” Stories affect change and the transformational leader creates a story about the kind of change necessary to align the needs of employees with those of the organization. With that story, individuals understand that the changes are necessary to meet their personal desire to be part of something bigger than themselves and realize their fullest potential. Not everyone will agree with Jacobs, but he presents thought-provoking insight from new developments in brain research combined with his broad experience as a consultant to major corporations. It is a must-read for managers and aspiring managers. --Mary Whaley

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Product Details

• Hardcover: 224 pages
• Publisher: Portfolio Hardcover (May 14, 2009)
• Language: English
• ISBN-10: 159184262X
• ISBN-13: 978-1591842620
• Product Dimensions: 6 x 1 x 9 inches
• Shipping Weight: 13.6 ounces (View shipping rates and policies)
• Average Customer Review: 3.7 out of 5 stars  See all reviews (25 customer reviews)
• Amazon Best Sellers Rank: #996,478 in Books (See Top 100 in Books)

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Most Helpful Customer Reviews

126 of 134 people found the following review helpful

1.0 out of 5 stars Not surprising, not accurate, not the latest brain science and not worth the money July 8, 2009

By Walter H. Bock VINE™ VOICE

Format:Hardcover

When I first saw heard about the book, Management Rewired: Why Feedback Doesn't Work and Other Surprising Lessons from the Latest Brain Science, I got excited. There's been a lot of research in the last decade about how we perceive the world and how our sensory systems and brains work. I expected the book to be about what we've learned.

The subtitle and publicity material make some very provocative claims. We're told that "feedback doesn't work" and that "setting measureable objectives often backfires on managers" to name two. I expected the book to support those assertions.

But this book doesn't do either of those things. Instead it's filled with selectively chosen research that is more from the last century than the latest brain research.

The author claims that "feedback doesn't work." The way he supports that assertion seems characteristic of the book.

To quote the book:"a landmark study at General Electric found that the company's performance appraisal system didn't work, it produced results that were virtually the opposite of what was intended."

First, it's not a "landmark study" within any common meaning of the term. The article is cited only six times in scholarly literature

The researchers did not study feedback. They studied the performance appraisal system in place at GE. Their comments on feedback were about feedback as delivered in an annual performance appraisal and a system where it was common that the annual appraisal was the only time a worker received feedback. GE has since changed this procedure in several ways.

The study (named "Split Roles in Performance Appraisal") was based on the analysis of less than one hundred questionnaires. Not a real big or broad sample....

This is not "the latest brain science" either. The study in question was reported in the Harvard Business Review issue for January-February 1965.

So the conclusion that "feedback doesn't work" turns out to be based primarily on a small study of one company's performance appraisal system as it existed almost half a century ago.

Other studies are also offered to support this "surprising lesson." There is one by Leon Festinger that is mentioned but not cited. It deals with cognitive dissonance produced when people are paid to lie.

Elliot Aronson is one of the greatest of psychologists. But his studies cited here involve children solving puzzles and playing or not playing with toys based on the reward system used. They don't relate to management and they aren't "the latest brain science."

The author also cites research by George Homans on how people respond when they do not get a reward they expect. Homans says they get angry. This is not exactly cutting edge, either.

So, let's review. The research cited is not "the latest brain science." This is old stuff.

The only study that involves the workplace involves a small sample in one company four decades ago. And the study was on the performance appraisal system, not feedback.

The other studies are the kind of laboratory psychology that is difficult to translate into practical actions you can take in the workplace. Even so, they are selectively quoted. If you read only this book, you would never know that there's a lot of solid academic research that comes to very different conclusions.

Weasel wording abounds in the book. Jacobs says, "Setting measurable objectives often backfires on the manager." But when you read that text it turns out that the real finding is that "setting measurable objectives without team member participation often backfires." Any manager who's ever tried that could have told you.

There are lots of other findings that just don't' seem all that "surprising." Here are some.

"Smaller rewards tend to be more motivational that larger rewards." This is not news. My grandmother knew it which is why she always gave us lots of small presents instead of fewer big ones.

"Being competitive is often the best way to encourage cooperation." This is a workplace staple when one team or shift or plant competes with another.

"Pay increases don't motivate." We've known for decades that for most people most of the time pay is a hygiene factor, not a motivation factor.

There you have it. The "surprising lessons" in this book are only sketchily supported by carefully selected "evidence." Other lessons really aren't that surprising. And only a pinch of those lessons have anything to do with the latest brain science.

Don't waste your time or money on this book. Read more ›

1 of 1 people found the following review helpful

1.0 out of 5 stars Management "Rehash" August 13, 2012

By Valyst

Format:Hardcover|Amazon Verified Purchase

I have read several books by some of the authors that Jacobs cites (Dawkins, Dennett, Cialdini). I do applaud Jacobs for being well-read. And I do congratulate him on writing a book...to which many of us aspire to do. Beyond that, Jacobs as a consultant does a poor job as Jacobs as a scientist. The title and subtitle of this book make bold claims; the body of the book doesn't reveal any surprising lessons as most of the data/knowledge is stuff we have already learned. The sub-headings in each of the chapters were distracting and didn't necessarily tie into cohesive agruments of the chapter. The linking of brain science to Jacobs' claims and examples were weak, at best. I'm not a big fan of linking fiction to science. Jacobs consistently talks about Odysseus and Shakespearean characters like Henry V. To Jacobs credit, he does acknowledge that fiction isn't scientific, yet he continues to use fictional characters throughout his book as examples.

I am also reading Daniel Kahneman's latest book "Thinking, Fast & Slow". You will get a ton more insights about how to manage from Kahneman's book than this painful read by Jacobs.

1 of 1 people found the following review helpful

3.0 out of 5 stars Interesting but short on references June 12, 2010

By S. Moulton

Format:Hardcover|Amazon Verified Purchase

Interesting ideas and concepts of neuroscience applied to management and leadership. Lacks significant referenceing for further research.

1 of 1 people found the following review helpful

4.0 out of 5 stars Interesting February 11, 2010

By Donald H. Sabathier

Format:Hardcover

I, as did several other reviewers, thought this book might be a little deeper in its discussion regarding management and its workings. It can be a little tough to read in some sections. At first I was disappointed with what was presented. However, after I finished the book I began to realize that I actually had started to think defferently about management and how it was to be practiced. It did not give me many case studies and examples as I might have liked, but it does sow enough seeds to get you thinking. The Author even said near the end that these seeds were planted and now it was time for the Reader to find the best way to water and nuture the seeds. It also reinforces that idea that there is no one best way to manage, but there is a preferred methodology of thinking about how to manage.

6 of 9 people found the following review helpful

5.0 out of 5 stars Rewiring Management's Approach to Motivation June 17, 2009

By Larry Underwood

Format:Hardcover

Charles Jacobs gives us a scientific approach to employee motivation, and the good news is; it's not complicated to understand. It simply involves a slight paradigm shift for many organizations; treating employees like they are actually real, live, human beings, with brains and everything.

The successful organizations of today are already doing that, without realizing how scientific their approach was; many call it "common sense". Those who fail to grasp this concept may be left with a bunch of disillusioned employees running around, collecting paychecks, and not really engaged in the process of "work".

The result for those organizations that "don't get it" is usually one that is beset with low morale, high turnover, and decreased productivity. In other words, welcome to the current state of affairs in Corporate America; but help is on the way.

Understanding the psychological factors---"the latest brain science"---will go a long way to breed the right atmosphere for success in the new, improved, and enlightened organization.

Rewiring management's approach to employee motivation and engagement may be difficult to "sell" to many of the pompous CEOs of Corporate America; however, as our new President has preached, "it's time for a change."