3590 Posts Found

It’s hard to find a decision or behavior that isn’t affected by other people. In fact, looking across all domains of our lives, there is only one place we don’t seem to see social influence — ourselves.

Content: Quotation | Author: Jonah Berger | Source: Stanford University | Subjects: Marketing / Sales, Organizational Behavior, Personal Development, Personality / Behavior

When evaluating others’ actions, most people focus more on the outcome of decisions than on intentions, a phenomenon that psychologists call outcome bias. A decision […] is often judged to be lower in quality when it leads to a poor, rather than a good, outcome. The outcome bias is costly to organizations. It causes employees and leaders to be blamed for negative outcomes even when … [ Read more ]

Content: Quotation | Author: Francesca Gino | Source: Harvard Business Review | Subjects: Decision Making, Organizational Behavior

Is higher EQ always beneficial? Although the downside of higher EQ remains largely unexplored, there are many reasons for being cautious about a one-size-fits-all or higher-is-always-better take on EQ. Most things are better in moderation, and there is a downside to every human trait.

Content: Article | Author: Tomas Chamorro-Premuzic | Source: Harvard Business Review | Subjects: Human Resources, Organizational Behavior

Any decision made in business is a bet about the way the world works. And until you understand the theory you’re betting on, you can’t really test the decision or improve it.

Content: Quotation | Author: Art Kleiner | Source: strategy+business | Subjects: Decision Making, Management, Strategy

You want to hire women. And women want to be hired. So what’s the problem? You need to change your game plan and make your rules more flexible. Here’s how to get started.

Content: Article | Authors: Deborah Khan, Lisa Unwin | Source: strategy+business | Subjects: Human Resources, Women in Business

Tools are often successful because of the culture that implemented the tool, not because of the culture the tool created. […] The key to introducing a new tool is looking at what is being abandoned in tools and processes, not what is being added.

Content: Quotation | Author: Steven Sinofsky | Source: Medium | Subjects: Culture, Management

Training works when the organization is ready both in terms of the systemic culture and pattern of management that exists.

Content: Quotation | Author: Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Organizational Behavior, Training & Development

The system of organizing and managing is so powerful that individuals and teams returning from training will not be able to be more effective unless the system enables them to apply their learning. So, efforts to change the system must come first.

Content: Quotation | Author: Michael Beer | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Management, Organizational Behavior, Training & Development

Nothing tends to materialize man, and to deprive his work of the faintest trace of mind, more than extreme division of labor.

Content: Quotation | Author: Alexis De Tocqueville | Subjects: Human Resources, Organizational Behavior, Work

Teams, not individuals, are the future of work. As organizations mobilize to solve increasingly complex problems at an ever faster pace, cooperation and trust between employees has become paramount. But how do you move teammates from collegial behavior to true collaboration? By building their empathy and compassion.

Content: Article | Author: David DeSteno | Source: Harvard Business Review | Subjects: Management, Organizational Behavior, Teamwork

Most startups don’t spend nearly enough time recognizing people. Most people need to know their managers and org leaders see their hard work and value it. They’re hungry for this type of acknowledgment. When you tell a story about them, you kick their motivation into hyperdrive, and you make them a model for the rest of the team to follow their lead.

Content: Quotation | Author: Don Faul | Source: First Round Review | Subjects: Leadership, Management, Motivation, Storytelling

If you don’t have a past experience you can use to connect to your team’s current plight, get familiar with what’s happening for them now. Listen to their stories, so you can eventually tell one that will speak to people and make them feel seen.

Content: Quotation | Author: Don Faul | Source: First Round Review | Subjects: Leadership, Management, Storytelling

I firmly believe that leaders at companies need to be in service to their people. They need to ensure they have everything they need to succeed. One of the most critical needs they have is a complete picture of why they should show up and pour their heart into their work every day. It’s not a nice to have, it’s a basic need.

Content: Quotation | Author: Don Faul | Source: First Round Review | Subjects: Leadership, Management, Motivation, Organizational Behavior

… people attach emotion to individuals. They love rooting for people. They love experiencing the world through others’ eyes. The more you can tell stories about actual people that connect to the broader purpose, the more your audience will feel and not simply hear what you are trying to tell them.

Content: Quotation | Author: Don Faul | Source: First Round Review | Subjects: Leadership, Management, Motivation, Organizational Behavior, Personality / Behavior, Storytelling

At the core of the hiring criteria for our venture capital firm, and what we see at top tech companies, is of course things like (a) acumen and talent, (b) relevant experience, (c) culture fit and often (d) domain expertise. But if you’re a rapidly growing (or hope to be) tech company or VC firm, there’s a missing element in that list. A lot of … [ Read more ]

Content: Article | Author: Craig Hanson | Source: Medium | Subjects: Entrepreneurship, Human Resources, Organizational Behavior

[Joel] Peterson provides three tests for deciding who to trust. The first is character. “We can’t trust a leader without integrity, who we can’t count on to do what he or she says,” he explains. Next is competence. You trust your mom, for example, but would you trust her to fly a 747 to London? The third, he says, is authority to deliver. There’s no … [ Read more ]

Content: Quotation | Authors: Joel Peterson, Theodore Kinni | Source: Stanford University | Subjects: Leadership, Management, Organizational Behavior, Trust

Given that group membership is such a deeply rooted part of human nature and organizational success, a central element of leadership is the management of group identities. In short, great leaders are “entrepreneurs of identity.” They embrace our tribal nature and seek to shape the identity of their fellow group members. To cultivate a strong group identity, leaders can take the following steps.

Content: Article | Author: Jay Van Bavel | Source: Harvard Business Review | Subjects: Leadership, Management, Organizational Behavior

Company organization structure defines both how and what a company builds. It is also one of the few decisions that a CEO can clearly make. Because organization (org) structures appear to be easily distilled down to simple graphs, it is frequently the case that when a company is doing well a given org structure serves as a model for others to follow; and when things … [ Read more ]

Content: Article | Author: Steven Sinofsky | Source: Medium | Subject: Organizational Behavior

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-respect, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers — a prize for the best Halloween costume, grades in school, gold stars — and on up through the university. On the job, people, teams, and divisions are ranked, reward for the top, punishment for … [ Read more ]

Content: Quotation | Author: W. Edwards Deming | Source: Harvard Business Review | Subjects: Management, Organizational Behavior

As Peter Senge wrote in The Fifth Discipline (Doubleday Business, 1990), a learning organization is one in which “people continually expand their capacity to create results they truly desire.” When we view learning in this broader sense, we build feedback right into the system as an integral part of the work. If you want to accelerate learning on your team, first engage them in a … [ Read more ]

Content: Article | Author: Elizabeth Doty | Source: strategy+business | Subjects: Management, Teamwork