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In the book, First, Break All the Rules, Buckingham and Coffman say, “It would be [most] efficient to identify the few emotions you want your employees to feel and then to hold your managers accountable for creating these emotions. These emotions become your outcomes.” How do you begin to identify the feelings you want your employees to feel? Based on our own research, and the … [ Read more ]

Content: Article | Author: Brady Wilson | Source: CEO Refresher | Subjects: Management, Organizational Behavior

Dan Ariely, director of the MIT Media Lab’s e-rationality research group, studies how people make decisions in real life and why their decisions often deviate from classical economic models, which assume that people act rationally and in their own best interests.

Content: Article | Authors: Dan Ariely, Meridith Levinson | Source: CIO Magazine | Subjects: Economics, Organizational Behavior

Expecting the best from employees doesn’t always deliver results. Instead, managers must involve workers in setting goals that are achievable, measurable, and tap into motivation.

Content: Article | Author: Lauren Keller Johnson | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Organizational Behavior

If you experience great difficulty in raising money, it’s not because VCs are idiots and cannot comprehend your curve-jumping, paradigm shifting, revolutionary product. It’s because you either have a piece of crap or you are not effectively communicating what you have. Both of these are your fault. End of discussion.

Content: Quotation | Source: Forbes | Subjects: Communication, Venture Capital

A look at the matrix structure covering the following topics:
– What is a matrix organisation?
– How does a matrix make life easier?
– How does it make life more difficult?
– What does it mean for the manager?
– Some of the pitfalls
– How to know whether the matrix is right for you

Content: Article | Author: Alan Yu | Source: TheWorkingManager.com | Subject: Organizational Behavior

The industrial giant’s legendary learning center, Crotonville, has a new assignment: Teach every manager to be a strategist.

Content: Case Study | Author: Art Kleiner | Source: strategy+business | Subjects: Change Management, Organizational Behavior | Company: General Electric (GE)

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You’re smart ­but not that smart! Teams often defer to their best decision maker, but more is better than less when it comes to brain power.

Content: Article | Author: Robert B. Cialdini | Source: Harvard Business School (HBS) Working Knowledge | Subject: Organizational Behavior

We judge ourselves by what we feel capable of doing, while others judge us by what we have already done.

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

This article examines team dynamics in light of the Kantor Four-Player system, an empirically based model of the structure of behavior (aside from the content of the behavior) in human systems. This system provides a simple but powerful framework for seeing and shifting team behavior. Specifically, careful observation indicates that, when we strip complex interactions to their bare essence, team members display four types of … [ Read more ]

Content: Article | Authors: David Kantor, Steven P. Ober | Source: Prism (Arthur D. Little) | Subject: Organizational Behavior

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If you haven’t heard of this best-seller you are living under a rock. I actually have no interest in reading this myself and was never planning to add it to this site’s recommendations, but after reading an interesting analysis of why the book was so successful (Content: Book | Author: Spencer Johnson | Subjects: Change Management, Organizational Behavior

Many executives are now realizing that building the learning capability of their organizations is critical to achieving their business strategy. But this recognition raises some difficult questions. With all the demands on already-scarce company resources, where will the energy come from to create a learning organization? And if you do manage to find – or create – the necessary energy, how can you sustain that … [ Read more ]

Content: Article | Authors: Bryan Smith, Joel Yanowitz | Source: Prism (Arthur D. Little) | Subjects: Leadership, Organizational Behavior

Euphemisms are widely employed by corporate executives. Thus, in standard financial reporting, companies “earn profits” – a phrase that conjures up the notion of positive achievement of their own doing. In contrast, firms “suffer losses.” That sounds like an unexpected blow inflicted by some sinister force in the external environment beyond corporate influence.

Content: Quotation | Source: Across the Board (ATB) | Subjects: Communication, Miscellaneous

At the root of every conflict is a commitment not honored, an idea not realized and an opportunity misunderstood.

Content: Quotation | Source: LeaderValues | Subject: Personality / Behavior

“In groups, leadership is believed to fulfil two primary goals:
– to complete group tasks
– to fulfil group members’ needs

However, a third function of leadership is to promote group integrity – maintaining the group as a viable system. Such integrity is largely the result of successful task completion and group member satisfaction – the two primary goals above – but it can … [ Read more ]

Content: Article | Author: Mark Van Vugt | Source: TheWorkingManager.com | Subjects: Leadership, Organizational Behavior

According to George Bernard Shaw, a reasonable man adapts himself to the conditions that surround him while an unreasonable man adapts the surrounding conditions to himself. A person’s success is thus a product of whether he is Master of Circumstances (MC) or a Victim of Circumstances (VC).

original Shaw quote:
Reasonable people adapt themselves to the world. Unreasonable people attempt to adapt the world to … [ Read more ]

Content: Quotation | Source: LeaderValues | Subjects: Personality / Behavior, Success / Failure

“In the recently published Intentional Revolutions, A Seven Point Strategy for Transforming Organizations, my co-authors and I have developed a definition of organizational transformation and an approach that increases an organization’s ability to sustain that transformation. In the course of conducting research for the book, we discovered a remarkable similarity in the profiles of senior executives and the roles they played in initiating and sustaining … [ Read more ]

Content: Article | Author: Joan Lancourt | Source: Prism (Arthur D. Little) | Subjects: Change Management, Organizational Behavior

A corporation…is like a complex computer system, an intricate form of artificial life running on thousands of brains networked together. In that context, a reengineering plan (or any process design) is an algorithm. The computer is the company. The bits are people. The routines are business processes. The operating system is the organization’s culture. And you can program corporations as if they are giant multiprocessor … [ Read more ]

Content: Quotation | Source: strategy+business | Subjects: Organizational Behavior, Reengineering