3605 Posts Found

Asking the right, sometimes difficult, questions is a key ingredient of framing. When structuring a large strategic investment decision, it is crucial to understand how risks and uncertainties may affect the investment decision. One useful question to ask stakeholders is: “How could we be wrong?” This requires participants to analyze or otherwise consider the assumptions underlying the decision and explore how the investment might turn … [ Read more ]

Content: Quotation | Authors: Charles Alsdorf, Elayne Ko, Igor Heinzer | Source: Deloitte Review | Subject: Decision Making

Too many training and development efforts fall short because they don’t factor in employees’ talents

Content: Article | Authors: Aniruddh Haralalka, Leong Chee Tung | Source: Gallup Management Journal | Subjects: Career, Human Resources, Leadership, Management, Organizational Behavior

If you’re having trouble translating strategy into execution, maybe you’re only using half of your organization. Sure, you’ve assigned decision rights, rearranged the lines and boxes in the org chart, set up a knowledge exchange system for better information flow, and tweaked your incentives. These are the formal mechanisms that business executives usually rely on for organizational change management—they’re familiar, concrete, and measurable. To … [ Read more ]

Content: Article | Author: Jonathan Gruber | Source: strategy+business | Subjects: Management, Organizational Behavior

Despite its popularity, the personality test has been subject to sustained criticism by professional psychologists for over three decades.

Content: Article | Author: Roman Krznaric | Source: FORTUNE | Subjects: Career, Organizational Behavior

Our intuitions can lead us badly astray in a way that is as surprising as it is straightforward. Kahneman identifies two types of mental processes. “Type 1” mental processes are fairly automatic, effortless and place a premium on “associative coherence.” In contrast, “Type 2” mental processes are controlled, effortful and place a premium on logical coherence. Although we fancy ourselves primarily Type 2 creatures, many … [ Read more ]

Content: Quotation | Authors: Jim Guszcza, John Lucker | Source: Deloitte Review | Subjects: Decision Making, Organizational Behavior, Personality / Behavior, Thought, Trends / Analysis

Remember that all models are wrong; the practical question is how wrong do they have to be to not be useful.

Content: Quotation | Source: Deloitte Review | Subjects: Decision Making, Trends / Analysis

Why do businesses evaluate candidates solely on past job performance, failing to consider the job’s difficulty? Why do university admissions officers focus on high GPAs, discounting influence of easy grading standards? Francesca Gino and colleagues investigate the phenomenon of the “fundamental attribution error.”

Content: Article | Author: Anna Secino | Source: Harvard Business School (HBS) Working Knowledge | Subject: Organizational Behavior

From a policy standpoint, many countries continue to focus on privatization, liberalization, deregulation and modernization as growth strategies. Unfortunately, according to Jean-Eric Aubert of the World Bank Institute, these policies typically do not yield the expected fruits due to their lack of sustainability, because they often fail to take into account emerging opportunities. For instance, the privatization of aging factories does little to enhance economic … [ Read more ]

Content: Quotation | Author: Mark McCord | Source: Deloitte Review | Subjects: Economics, International, Politics

A survey evaluating a team’s performance can be a powerful tool for making that team more effective. And the first message that consultants and HR professionals often communicate on these surveys is: “To ensure that the team gets the best data and feels protected, we will make sure responses are confidential.” The widespread assumption is that if team members know their answers are confidential, they … [ Read more ]

Content: Article | Author: Roger Schwarz | Source: Harvard Business Review | Subjects: Management, Organizational Behavior

John Doerr, general partner at Kleiner Perkins Caufield & Byers, discusses what one should look for when joining a company.

Content: Multimedia Content | Author: John Doerr | Source: Stanford University | Subjects: Career, Entrepreneurship, Organizational Behavior

Who wouldn’t want a higher level of emotional intelligence? Studies have shown that a high emotional quotient (or EQ) boosts career success, entrepreneurial potential, leadership talent, health, relationship satisfaction, humor, and happiness. It is also the best antidote to work stress and it matters in every job — because all jobs involve dealing with people, and people with higher EQ are more rewarding to deal … [ Read more ]

Content: Article | Author: Tomas Chamorro-Premuzic | Source: Harvard Business Review | Subjects: Career, Leadership, Management, Organizational Behavior, Personal Development

We’re all prey to cognitive mistakes, says Nobel Laureate Daniel Kahneman. But knowing that can help you avoid them.

Content: Thought Leader | Author: Daniel Kahneman | Source: Gallup Management Journal | Subjects: Organizational Behavior, Personal Development

One thing that my colleagues and I are thinking about now is how the different channels that we use for sharing affect what we say. Face to face, we don’t want to sit in silence, so we say anything to pass the time. But online is a written medium, which allows us more time to construct and refine what we want to pass on. We … [ Read more ]

Content: Quotation | Author: Jonah Berger | Source: strategy+business | Subjects: Communication, Marketing / Sales, Organizational Behavior, Personality / Behavior

In their new book, Chip and Dan Heath lay out a path for making better decisions.

Content: Article | Authors: Chip Heath, Dan Heath | Source: Stanford University | Subjects: Organizational Behavior, Personal Development

There’s a huge degree of variation in organizations, even in the same industry, and a lot of it depends on the extent to which the behavior [kindness] is encouraged, trained, and rewarded. We know from the research on management that there’s a tendency toward attraction, selection, and attrition: People who are kind, generous, and compassionate tend to be attracted to and be selected by organizations … [ Read more ]

Content: Quotation | Author: Olivia O’Neill | Source: Stanford University | Subjects: Culture, Organizational Behavior

The benefits of a strong corporate culture are both intuitive and supported by social science. But what makes a culture? Each culture is unique and myriad factors go into creating one, but I’ve observed at least six common components of great cultures. Isolating those elements can be the first step to building a differentiated culture and a lasting organization.

Content: Article | Author: John Coleman | Source: Harvard Business Review | Subject: Organizational Behavior

When I worked for Disney World, I hired the best people possible. They were so good that I was often asked, “With all these great people working for you, what exactly do you do?” My answer was: “I’m the chief ecologist.” I focused on nurturing a healthy, nontoxic ecosystem in which everyone had the motivation, the skills, and the means to deliver sensational service.

Content: Quotation | Author: Lee Cockerell | Source: ChangeThis | Subjects: Leadership, Management, Organizational Behavior

They shine in job interviews, but outgoing, confident people often don’t perform well in teams, says a new study. Surprisingly, neurotics do.

Content: Article | Author: Anne Fisher | Source: FORTUNE | Subjects: Human Resources, Organizational Behavior

Identification is a powerful driver of contributions. People act like givers rather than takers when they’ve internalized a group as part of their self-concepts or identities. To catalyze this shift in mindsets, we need to understand what causes people to identify with a group.

A fascinating insight comes from research by the psychologist Marilynn Brewer, who observes that when we interact with other people, we face … [ Read more ]

Content: Quotation | Author: Adam Grant | Source: ChangeThis | Subjects: Organizational Behavior, Personality / Behavior

What motivates us to work? Contrary to conventional wisdom, it isn’t just money. But it’s not exactly joy either. It seems that most of us thrive by making constant progress and feeling a sense of purpose. Behavioral economist Dan Ariely presents two eye-opening experiments that reveal our unexpected and nuanced attitudes toward meaning in our work.

Content: Multimedia Content | Author: Dan Ariely | Source: TED Conferences LLC | Subject: Organizational Behavior