3590 Posts Found

Identity is composed of three primary components that can be viewed as the brain’s core subsystems – emotions, values and intellect.

Leaders function at their best – when they are consistent in their values, actions and words, and therefore, trust is high – when they are aware of their emotions and maintain a balance between emotions, values and the intellect, and when values are the … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Personality / Behavior, Values

The surest flow of expenditure to sustain the economy, wherever it is, is that of the middle-class and below. When it has money, it spends. And there’s no similar assurance on more income for the affluent – that may be saved or squirreled away… there’s no similar certainty of support to the economy. And the basic thrust of the corporate elite is to pay money … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Economics, Politics

Are you smarter than your employees? Since leaders are generally expected to have greater knowledge than their staff, let’s assume that you are. Extrapolating from that, does being smarter than your employees individually mean you are also smarter than them collectively? If your answer is “yes,” you are either an unbridled egomaniac or you simply do not understand the power of collective intelligence.

Content: Article | Author: Francisco Dao | Source: Across the Board (ATB) | Subject: Organizational Behavior

[Adam] Smith believed that much of human behavior was under the influence of the “passions” – emotions such as fear and anger, and drives such as hunger and sex – but these passions were moderated by an internal “voice of reason,” which he called an “impartial spectator.” The impartial spectator allows one to see one’s own feelings and the pulls of immediate gratification from the … [ Read more ]

Content: Quotation | Source: Harvard Business School (HBS) Working Knowledge | Subject: Personality / Behavior

What you’re saying with jargon is: A) You belong, and B) If you don’t get it, you don’t belong.

Content: Quotation | Source: brandchannel.com | Subjects: Communication, Organizational Behavior

Psychologists know false stories thrive in situations of heightened anxiety. Chip Heath, a Stanford-trained psychologist, is doing research to try and explain why, in more normal times, people tell each other rumors and urban legends on a day-to-day basis.

Content: Article | Author: Chip Heath | Source: Stanford University | Subject: Organizational Behavior

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Behaviors are the solutions people find to deal with their problems, given their resources and constraints. Treat with suspicion any explanations alluding to people’s irrationality or to their “mentality.” These are tautological explanations at best. What is necessary is to understand the problems (operational challenges, personal goals or aspirations), resources (skills, power, interpersonal network), and constraints (dependence on others, rules to abidy by) fromthe employee’s … [ Read more ]

Content: Quotation | Source: Boston Consulting Group (BCG) | Subjects: Organizational Behavior, Personality / Behavior

Cooperation always improves, without added metrics or incentives, when poor cooperation becomes a constraint for those who do not cooperate – when they cannot externalize the consequences of poor cooperation to third parties. And engagement always imporves when better performance becomes a means, or a resource, to attain one’s own goals and aspirations.

Content: Quotation | Source: Boston Consulting Group (BCG) | Subjects: Change Management, Organizational Behavior

The suddenly hot topic of corporate governance is further deepened in this title, a collection of columns on business ethics first published in The New York Times. The broad categories tackled here include corporate ethics, policies, hiring, bosses, privacy, “lying, cheating, and stealing,” and leading by example. The strength in this collection is the real-word examples, bolstered by interviews with people involved in an issue … [ Read more ]

Content: Book | Author: Jeffrey Seglin | Subjects: Ethics, Social Responsibility (ESG)

One of the messages of reengineering is that companies, once structured as hierarchical pyramids, now need to be “turned on their sides” and restructured as horizontal organizations. The logic for this restructuring flows from the logic for reengineering: if processes, not functions, are the correct way to organize work, then horizontally must be the correct way to organize a company. It seems obvious. And it … [ Read more ]

Content: Article | Authors: Jill E. Black, Philippe J. Amouyal | Source: Boston Consulting Group (BCG) | Subject: Organizational Behavior

In the early stages of your career, you build advancement through your expertise, but as you get higher, more and more of what you do is managing. As that shift occurs, charisma becomes more important. The more your job requires an ability to motivate and inspire, an ability to bring about change, the more helpful it is to have charisma.

Content: Quotation | Source: Business Finance Magazine | Subjects: Career, Organizational Behavior

Toxic leadership is a growing – and costly — phenomenon. Yet individuals and organizations can stop the insidious spread of toxicity, by understanding why we are seduced by the false promises of toxic leaders, and by setting up organizational defence mechanisms to counter the creep of toxicity.

Content: Article | Author: Jean Lipman-Blumen | Source: Ivey Business Journal | Subjects: Leadership, Organizational Behavior

People are too complex to understand without their cooperation, and they are too difficult to change without their permission.

Content: Quotation | Source: Business Finance Magazine | Subjects: Change Management, Personality / Behavior

Decision…is an act of imagination, it is a choice amongst the products of imagination. …decision is wholly concerned with the future. Thus, decision cannot be choice of facts.

Content: Quotation | Source: LOK Conference | Subject: Decision Making

The capacity of human mind for formulating and solving complex problems is very small compared to the size of the problems whose solution is required for objectively rational behavior in the real world – even for a reasonable approximation to such objective rationality.

Content: Quotation | Author: Herbert Simon | Subjects: Decision Making, Economics

Utilize tacit knowledge for innovation and problem solving through effective team leadership.

Editor’s Note: applies the Nonaka and Takeuchi knowledge creation process to teams.

Content: Article | Authors: Miriam Y. Lacey, W. Scott Sherman | Source: Graziadio Business Report | Subject: Organizational Behavior

Healthy companies are hard to mistake. Their managers have access to timely information, the authority to make decisions, and the incentives to act on behalf of the organization. The organization, in turn, carries out those decisions. We call these organizations “resilient,” because they can react nimbly to challenges and respond quickly to those they can’t dodge. Unfortunately, most companies are not resilient: Fewer than 20 … [ Read more ]

Content: Article | Authors: Bruce A. Pasternack, Gary L. Neilson, Karen E. Van Nuys | Sources: Harvard Business Review, strategy+business | Subject: Organizational Behavior

Here’s to the crazy ones. The misfits. The rebels. The trouble-makers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules, and they have no respect for the status-quo. You can quote them, disagree with them, glorify, or vilify them. But the only thing you can’t do is ignore them. Because they change things. They push the … [ Read more ]

Content: Quotation | Source: Zaadz | Subjects: Organizational Behavior, Personality / Behavior

Few psychological forces in organizational life have an impact that compares to those caused by the human inclination to become part of an elite US, and to elevate that group’s status (as well as one’s own) by diminishing THEM. Power, bestowed on bosses by their employing organizations, appears to be too great a temptation. It seduces bosses into using incivility as a means of venting … [ Read more ]

Content: Quotation | Source: Ivey Business Journal | Subjects: Organizational Behavior, Personality / Behavior