Adam Galinsky, Maurice Schweitzer

[The] question — should we cooperate or should we compete — is often the wrong one. Our most important relationships are neither cooperative nor competitive. Instead, they are both. Rather than choosing a single course of action, we need to understand that cooperation and competition often occur simultaneously and we must nimbly shift between the two, and that how we navigate the tension between these … [ Read more ]

Stephanie Overby, Maurice Schweitzer

People automatically associate input related to quantity (how long it takes to make a car) with output quality (how well it performs). While in many cases, input information does directly correspond to outcome, in some cases it does not. Yet humans are hardwired to automatically associate input and output. And people can prey on your input bias, causing you to make poor decisions or judgments … [ Read more ]

‘Goals Gone Wild’: How Goal Setting Can Lead to Disaster

Despite evidence that ambitious goal setting can hurt productivity, damage a company’s reputation and violate ethical standards, its use has become endemic in American business practice and scholarship, even spilling over to the debate on how to improve America’s public schools. A new paper by Wharton operations and information management professor Maurice E. Schweitzer and three co-authors documents the hazards of corporate goal setting and … [ Read more ]

Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting

Goal setting is one of the most replicated and influential paradigms in the management literature. Hundreds of studies conducted in numerous countries and contexts have consistently demonstrated that setting specific, challenging goals can powerfully drive behavior and boost performance. Advocates of goal setting have had a substantial impact on research, management education, and management practice. In this article, we argue that the beneficial effects of … [ Read more ]

‘Feeling the Love’ (or Anger): How Emotions Can Distort the Way We Respond to Advice

Here’s a piece of advice: Don’t read this story if you have just had a fight with your spouse or a co-worker. You will probably ignore it, despite its grounding in solid academic research. At least that’s what Maurice Schweitzer, a Wharton professor of operations and information management, would suggest. In a recent co-authored paper, he shows that emotions not only influence people’s receptiveness to … [ Read more ]

Goal setting and Cheating: Why They Often Go Together in the Workplace

From childhood on, individuals are told that setting goals for themselves will make them more successful in whatever they set out to do – whether it’s win tennis games, ace their exams or become CEO of their company. But goal-setting also has a dark side to it, according to a recent research paper by a Wharton faculty member and two colleagues. In addition to motivating … [ Read more ]

Bias Beware

It’s commonly believed that the more time we devote to a project, the better the results. Not so. Wharton professor Maurice Schweitzer tells Senior Writer Stephanie Overby how CIOs can correct “input bias” and stop confusing quantity with quality.