3605 Posts Found

The Darden School of Business professor describes a new framework for predicting conflict outcomes.

Content: Thought Leader | Authors: Kristin Behfar, Laura W. Geller | Source: strategy+business | Subject: Organizational Behavior

Marissa Mayer’s decision to revoke Yahoo’s telecommuting policy stirred the debate about flexible workplace strategies. Is the move to virtual work inevitable? Both virtual work and campus-based approaches have benefited employers who use them. Hybrid models, which couple elements of campus and virtual models, can offer the best of both.

Content: Article | Authors: Heather Stockton, Jeff Schwartz, Mary Ann Stallings, Stephen Harrington | Source: Deloitte Review | Subjects: Human Resources, Organizational Behavior

Next time you find yourself in a crisis moment, ask this question: what is the best outcome from here? Firstly, those around you will likely go into shock. We are not used to hearing an intelligent, helpful question in a crisis situation. Once they get over their shock, it will work for three reasons: It assumes that there actually is an outcome; It focuses everybody … [ Read more ]

Content: Quotation | Author: Peter Fuda | Source: ChangeThis | Subjects: Crisis Management, Decision Making, Leadership

Contrary to popular opinion, hope is not an emotion; it is a process that anyone can master. The theory was first laid down by pioneering psychologist Charles R. Snyder. In short, hope equals goals, plus pathways to reach those goals, times a sense of agency (the belief that my effort makes a difference). So if you or your team are feeling anxious and fearful, first … [ Read more ]

Content: Quotation | Author: Peter Fuda | Source: ChangeThis | Subjects: Leadership, Management, Organizational Behavior

The future of risk management lies in an ability to incorporate and inspire more of the behaviors we want, finding new models to map, monitor, intervene, support, and react to the behaviors of individuals and groups—both the behaviors we want to encourage and those we’d like to avoid. Critically, this taking account of behavior means that we need a much sharper comprehensive strategy for corporate … [ Read more ]

Content: Quotation | Source: Business Finance Magazine | Subjects: Culture, Risk Management

The small-business guru behind Duct Tape Marketing and The Referral Engine teaches readers how to establish lasting commitment in their employees, customers, and businesses.

Why are some companies able to generate committed, long-term customers while others struggle to stay afloat? Why do the employees of some organizations fully dedicate themselves while others punch the clock without enthusiasm?

By studying the ins and outs of companies … [ Read more ]

Content: Book | Author: John Jantsch | Subjects: Management, Organizational Behavior

Culture may seem “intangible,” but the results of successful cultural change are very tangible indeed.

Content: Article | Authors: Ira Gaberman, Lesley Pan, Mirja Telzerow | Source: Kearney | Subjects: Management, Organizational Behavior

It’s not you, it’s your company. Management Innovation eXchange founders Gary Hamel and Michele Zanini believe that continuous improvement requires the creation of change platforms, rather than change programs ordained and implemented from the top.

Editor’s Note: I found this article to be a bit empty and unconvincing, but perhaps you will disagree.

Content: Article | Authors: Gary Hamel, Michele Zanini | Source: McKinsey Quarterly | Subjects: Change Management, Management, Organizational Behavior

Finance and economics are the means by which companies operate. To get senior leaders to tune in, the […] conversation must be focused on financial outcomes. If you start the conversation with methods, tools, and techniques, they’ll tune you out.

Content: Quotation | Author: John Timmerman | Source: Business Finance Magazine | Subjects: Communication, Economics, Finance, Organizational Behavior

The most important question. It’s not:

Is my price low enough?
Is it reliable enough?
Do I offer enough features?
Am I on the right social media channels?
Is the website cool enough?
Am I promising enough?

No, the most important question in marketing something to someone who hasn’t purchased it before is, “Do they trust me enough to believe my promises?” Without that, you have nothing.

Content: Quotation | Author: Seth Godin | Subjects: Customer Related, Marketing / Sales, Trust

We sometimes refer to the “designated doubters” in corporations, and these are often people in finance. They have a responsibility to make very sure that corporate and stockholders’ money is spent well; the idea is that “before we make any investment we want you to prove to us holistically and analytically that it’s a good investment.” And that makes a lot of sense at one … [ Read more ]

Content: Quotation | Author: Jeanne Liedtka | Source: Business Finance Magazine | Subjects: Finance, Innovation, Management, Organizational Behavior

Do you trust with your head or with your heart? There is a big difference between cultures when it comes to building trust, and not understanding that can put a business relationship in peril.

Content: Article | Author: Erin Meyer | Source: INSEAD Knowledge | Subjects: International, Organizational Behavior

We swim in an ocean of feedback. Bosses, colleagues, customers—but also family, friends, and in-laws—they all have “suggestions” for our performance, parenting, or appearance. We know that feedback is essential for healthy relationships and professional development—but we dread it and often dismiss it.

That’s because receiving feedback sits at the junction of two conflicting human desires. We do want to learn and grow. And we also … [ Read more ]

Content: Book | Authors: Douglas Stone, Sheila Heen | Subjects: Career, Leadership, Management, Organizational Behavior

In this Quarterly archive article (1979), Tom Peters examines the flaws of the matrix-organization design and explores several more effective approaches to implement no more than one or two essential corporate thrusts at a time.

Content: Article | Author: Tom Peters | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

At the simplest level, the hallmark of a performance problem is an ongoing gap between actual and desired performance, a gap that is not closing and may be worsening. Performance problems can be driven by personal problems, personality, team dysfunction, and even organizational change. Performance problems often have to do with the simple fact that we are who we are; and we may be in … [ Read more ]

Content: Article | Author: Joseph Weintraub | Source: Babson | Subjects: Human Resources, Management, Organizational Behavior

The best time to invest in relationships, alignment, and trust is in the early stages. But what can you do when the team is already stuck in withdrawal or gridlock? The precise moment when trust is most needed is often when it is hardest to get people to the table. In my experience working with teams, the following five strategies can help.

Content: Article | Author: Elizabeth Doty | Source: strategy+business | Subject: Organizational Behavior

Decision-making is the ultimate reason why accountants and finance people exist. The way to judge the quality of an accounting or performance management system is to determine whether it is spurring quality decision-making.

Content: Quotation | Author: Charles Horngren | Source: Business Finance Magazine | Subjects: Accounting, Decision Making, Finance

We have a process we call “touch, turn, and talk.” You touch the visual where you want the eye of the viewer as you look at the visual. If you look toward the visual, they will too. So you touch that point, and then turn back to the audience and talk only when looking at a pair of eyes, because your job is to connect … [ Read more ]

Content: Quotation | Source: Business Finance Magazine | Subject: Communication

Theresa Wellbourne […] has conducted extensive studies of the relationship between organizational tension and business unit performance. According to her research, the single biggest predictor of poor organizational performance is when employees are “complacent” or “happy.” The second biggest predictor of poor performance is when employees are “burnt out” or “overwhelmed.” Getting the balance right is essential. Not all tensions are productive—think internal politicking and … [ Read more ]

Content: Quotation | Author: Saj-nicole Joni | Source: Business Finance Magazine | Subjects: Human Resources, Management, Organizational Behavior

Charles O’Reilly explains why companies that value adaptability perform better, and how managers can create this dynamic.

Content: Multimedia Content | Author: Charles O’Reilly | Source: Stanford University | Subjects: Management, Organizational Behavior