3590 Posts Found

The five sure signs of an excellent team.

Content: Article | Author: Barry Conchie | Source: Gallup Management Journal | Subject: Organizational Behavior

This is what the contemporary self wants. It wants to be recognized, wants to be connected: It wants to be visible…If the property that grounded the self, in Romanticism, was sincerity, and in modernism it was authenticity, then in postmodernism it is visibility.

So we live exclusively in relation to others, and what disappears from our lives is solitude….But no real excellence, personal or social, … [ Read more ]

Content: Quotation | Author: William Deresiewics | Source: The Wilson Quarterly | Subjects: Organizational Behavior, Personal Development, Personality / Behavior

This essay appears in “The HBR List: Breakthrough Ideas for 2010,” which is compiled by this journal in collaboration with the World Economic Forum. The ten problems and the innovative solutions are discussed in each essay. This particular essay describes research demonstrating the importance of daily work progress, even incremental progress, for motivating workers. Additional research showed that managers underestimate the importance of facilitating progress … [ Read more ]

Content: Article | Authors: Steven J. Kramer, Teresa M. Amabile | Source: Harvard Business Review | Subjects: Human Resources, Management, Organizational Behavior

Companies that execute on their strategies quickly and effectively tend to construct solid organizational hardware: information systems, corporate priorities, hydraulics, incentives, and so forth. But they also program in software—that is, the right culture, people, and leadership for execution. Indeed, the most agile organizations I have studied share a core set of values: achievement that recognizes and rewards employees for setting and achieving ambitious goals; … [ Read more ]

Content: Quotation | Author: Donald Sull | Source: Harvard Business Review | Subjects: Management, Organizational Behavior

The F Score test reveals which fascination triggers (there are 7) you naturally apply, which others you should consider, and how to refine them to become more persuasive.

Content: Online Resource | Author: Sally Hogshead | Subjects: Organizational Behavior, Personal Development

Does money change everything? If not everything, it does seem to have an important effect on human cognition and decision-making, according to new research on a link between luxury goods and self-interest. Could such insights help rein in Wall Street? Roy Y.J. Chua of Harvard Business School discusses findings from his work conducted with Xi Zou of London Business School.

Content: Article | Authors: Roy Y.J. Chua, Sarah Jane Gilbert, Xi Zou | Source: Harvard Business School (HBS) Working Knowledge | Subject: Organizational Behavior

Managers want to have their instincts validated before they act, such as waiting until all the data have been gathered before they launch a product. But relying on the tried and true doesn’t always serve managers well, especially when it comes to organic growth. The question of “Will it fly?” can be answered only by letting it fly – by launching the particular product and … [ Read more ]

Content: Article | Authors: Bob Rosen, Jeanne Liedtka, Rob Wiltbank | Source: Ivey Business Journal | Subjects: Best Practices, Management, Organizational Behavior

The instincts about fairness that emerged on the playground also apply to your partnerships in the workplace.

Content: Article | Authors: Gale Muller, Rodd Wagner | Source: Gallup Management Journal | Subject: Organizational Behavior

Talk is powerful. And it isn’t just `difficult’ conversations that matter–the everyday dialogue we have with one another is critical to both personal and organizational success. Packed with sample dialogues and dozens of personal stories, and backed by solid research and the authors’ firsthand observations, The Four Conversations describes how to get maximum results from conversations that every one of us must use to get … [ Read more ]

Content: Book | Authors: Jeffrey Ford, Laurie Ford | Subjects: Organizational Behavior, Personal Development

Nations, like individuals, languish when they only have uncritical lovers or unloving critics.

Content: Quotation | Author: Kishore Mahbubani | Source: The Wilson Quarterly | Subjects: Organizational Behavior, Personal Development

The secret of self-control

Content: Article | Author: Jonah Lehrer | Source: The New Yorker | Subject: Organizational Behavior

The “vision thing” is still with us, but while leaders insist in having a compelling vision, the fact is that many – both the leaders and the visions – leave people standing still, unmoved. A leader who engages stakeholders when developing a vision will, in the end, articulate one that resonates strongly and impels people to act.

Content: Article | Author: Jeffrey Gandz | Source: Ivey Business Journal | Subjects: Leadership, Management, Organizational Behavior

If you’ve ever been part of a discussion on ethics, in school or elsewhere, chances are you didn’t spend much time talking about your feelings. It’s believed that to live ethically, we must engage our reason, which reins in the whims and follies of emotion. Ethics, then, is heavy on Spock and light on Sally Struthers. But what if unethical behavior is actually spurred, rather … [ Read more ]

Content: Article | Authors: Chip Heath, Dan Heath | Source: Fast Company | Subject: Ethics

Putting the team first helps solve the “cooperation problem”: Cooperation is risky business—group members who place their own interests above the greater good can scuttle the whole endeavor. But cooperation is everywhere, and research by J. Keith Murnighan shows consistent contributors may be the key to successful groups.

Content: Article | Authors: J. Keith Murnighan, Mark Weber | Source: Kellogg Insight | Subject: Organizational Behavior

We tend to equate [lack of trust and distrust], but social scientists such as Sim B. Sitkin and Nancy L. Roth argue that there’s an important difference. A lack of trust results when your expectations about how a person should behave aren’t met. As Sitkin and Roth point out, laws and regulations help address those situations by acting as effective deterrents. In contrast, distrust arises … [ Read more ]

Content: Quotation | Author: Joel M. Podolny | Source: Harvard Business Review | Subject: Trust

In Transparency, the authors – a powerhouse trio in the field of leadership – look at what conspires against “a culture of candor” in organizations to create disastrous results, and suggest ways that leaders can achieve healthy and honest openness. They explore the lightning-rod concept of “transparency” – which has fast become the buzzword not only in business and corporate settings but in government and … [ Read more ]

Content: Book | Authors: Daniel Goleman, James O’Toole, Warren Bennis | Subjects: Leadership, Management, Organizational Behavior

I have no question that when you have a team, the possibility exists that it will generate magic, producing something extraordinary, a collective creation of previously unimagined quality or beauty. But don’t count on it. Research consistently shows that teams underperform, despite all the extra resources they have. That’s because problems with coordination and motivation typically chip away at the benefits of collaboration. And even … [ Read more ]

Content: Quotation | Author: J. Richard Hackman | Source: Harvard Business Review | Subject: Teamwork

The new business environment will favor those companies able to execute strategy faster, with more flexibility and adaptability, and move their companies ahead briskly.

Content: Article | Authors: David Y. Smith, Peter Cheese, Yaarit Silverstone | Source: Outlook Journal (Accenture) | Subjects: Management, Organizational Behavior

People generally think that teams that work together harmoniously are better and more productive than teams that don’t. But in a study we conducted on symphonies, we actually found that grumpy orchestras played together slightly better than orchestras in which all the musicians were really quite happy.

That’s because the cause-and-effect is the reverse of what most people believe: When we’re productive and we’ve done something … [ Read more ]

Content: Quotation | Author: J. Richard Hackman | Source: Harvard Business Review | Subject: Teamwork

…the things that happen the first time a group meets strongly affect how the group operates throughout its entire life. Indeed, the first few minutes of the start of any social system are the most important because they establish not only where the group is going but also what the relationship will be between the team leader and the group, and what basic norms of … [ Read more ]

Content: Quotation | Author: J. Richard Hackman | Source: Harvard Business Review | Subject: Teamwork