Cornell Vernooij, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands. Organizational behaviour and change are the main focus in his work as a board room and organizational consultant. Biases form a dominant perspective in his efforts to better understand and change organizational behaviour. He currently leads the long-term team research project concerning biases and is working towards his PhD on biases at TEN HAVE Change Management in accordance with the Vrije Universiteit Amsterdam.Judith Stuijt, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in social and organizational psychology.Maarten Hendriks, MSc, LLM, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in organizational psychology and corporate law. He is currently working towards his PhD regarding the effects of social psychology in relation to corporate governance.Wouter ten Have, PhD, is a full professor of organization and change at the Vrije Universiteit Amsterdam, the Netherlands, member of two supervisory boards, and partner and consultant at TEN HAVE Change Management, the Netherlands.Steven ten Have, PhD, is a full professor of strategy and change at the Vrije Universiteit Amsterdam, the Netherlands, the former chairman of the Foundation for Evidence Based Management, and partner and consultant at TEN HAVE Change Management, the Netherlands.

"This book takes a helpful evidence-based approach to reviewing and classifying the many psychological biases relevant to those working in organizations and with change practices – it offers important insights for research and practice around how these biases affect us and the social motives behind them" - Thomas Calvard, University of Edinburgh Business School, UK"A reliable compass and guideline for the theory and practice of organizational change." - John Rijsman, Tilburg University

• Foreword Preface 1. Bias in organizations and change 2. Model and methodology 3. Understanding, biases, organizational behaviour, and change 4. Controlling, biases, organizational behaviour, and change 5. Trusting, biases, organizational behaviour, and change 6. Self-enhancing, biases, organizational behaviour, and change 7. Belonging, biases, organizational behaviour, and change 8. The impact of bias on organizational behaviour and change

Cornell Vernooij, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands. Organizational behaviour and change are the main focus in his work as a board room and organizational consultant. Biases form a dominant perspective in his efforts to better understand and change organizational behaviour. He currently leads the long-term team research project concerning biases and is working towards his PhD on biases at TEN HAVE Change Management in accordance with the Vrije Universiteit Amsterdam.Judith Stuijt, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in social and organizational psychology.Maarten Hendriks, MSc, LLM, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in organizational psychology and corporate law. He is currently working towards his PhD regarding the effects of social psychology in relation to corporate governance.Wouter ten Have, PhD, is a full professor of organization and change at the Vrije Universiteit Amsterdam, the Netherlands, member of two supervisory boards, and partner and consultant at TEN HAVE Change Management, the Netherlands.Steven ten Have, PhD, is a full professor of strategy and change at the Vrije Universiteit Amsterdam, the Netherlands, the former chairman of the Foundation for Evidence Based Management, and partner and consultant at TEN HAVE Change Management, the Netherlands.

"This book takes a helpful evidence-based approach to reviewing and classifying the many psychological biases relevant to those working in organizations and with change practices – it offers important insights for research and practice around how these biases affect us and the social motives behind them" - Thomas Calvard, University of Edinburgh Business School, UK"A reliable compass and guideline for the theory and practice of organizational change." - John Rijsman, Tilburg University

• Foreword Preface 1. Bias in organizations and change 2. Model and methodology 3. Understanding, biases, organizational behaviour, and change 4. Controlling, biases, organizational behaviour, and change 5. Trusting, biases, organizational behaviour, and change 6. Self-enhancing, biases, organizational behaviour, and change 7. Belonging, biases, organizational behaviour, and change 8. The impact of bias on organizational behaviour and change

Cornell Vernooij, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands. Organizational behaviour and change are the main focus in his work as a board room and organizational consultant. Biases form a dominant perspective in his efforts to better understand and change organizational behaviour. He currently leads the long-term team research project concerning biases and is working towards his PhD on biases at TEN HAVE Change Management in accordance with the Vrije Universiteit Amsterdam.Judith Stuijt, MSc, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in social and organizational psychology.Maarten Hendriks, MSc, LLM, is a business consultant at TEN HAVE Change Management, the Netherlands, with a background in organizational psychology and corporate law. He is currently working towards his PhD regarding the effects of social psychology in relation to corporate governance.Wouter ten Have, PhD, is a full professor of organization and change at the Vrije Universiteit Amsterdam, the Netherlands, member of two supervisory boards, and partner and consultant at TEN HAVE Change Management, the Netherlands.Steven ten Have, PhD, is a full professor of strategy and change at the Vrije Universiteit Amsterdam, the Netherlands, the former chairman of the Foundation for Evidence Based Management, and partner and consultant at TEN HAVE Change Management, the Netherlands.

"This book takes a helpful evidence-based approach to reviewing and classifying the many psychological biases relevant to those working in organizations and with change practices – it offers important insights for research and practice around how these biases affect us and the social motives behind them" - Thomas Calvard, University of Edinburgh Business School, UK"A reliable compass and guideline for the theory and practice of organizational change." - John Rijsman, Tilburg University

• Foreword Preface 1. Bias in organizations and change 2. Model and methodology 3. Understanding, biases, organizational behaviour, and change 4. Controlling, biases, organizational behaviour, and change 5. Trusting, biases, organizational behaviour, and change 6. Self-enhancing, biases, organizational behaviour, and change 7. Belonging, biases, organizational behaviour, and change 8. The impact of bias on organizational behaviour and change