256 Posts found for Source: Stanford University

A Stanford professor offers a better way to make decisions.

Content: Article | Authors: Kathleen M. Eisenhardt, Theodore Kinni | Source: Stanford University | Subjects: Personal Development, Productivity / Work Tips

Why do traditional power structures have such staying power? One reason is that hierarchies still work. Jeffrey Pfeffer writes that “relationships with bosses still matter for people’s job tenure and opportunities, as do networking skills.” He notes that research shows hierarchies also deliver practical and psychological value, in part by fulfilling deep-seated needs for order and security. Another is that individuals who believe in their … [ Read more ]

Content: Quotation | Author: Jeffrey Pfeffer | Source: Stanford University | Subjects: Organizational Behavior, Power / Authority

A Stanford lecturer explains key ways you can better plan, practice, and present your next talk.

Content: Article | Author: Matt Abrahams | Source: Stanford University | Subject: Personal Development

More decisions today are impacted by what we call O sources of information — “Other” information sources, such as user reviews, friend and expert opinions, price comparison tools, and emerging technologies or sources — whereas market research measures P sources — “Prior” preferences, beliefs and experiences. What market researchers often underestimate, though, is the degree to which consumers have difficulty imagining or anticipating a new … [ Read more ]

Content: Quotation | Authors: Emanuel Rosen, Itamar Simonson | Source: Stanford University | Subject: Market Research

The real problem of scaling excellence is ignorance. What is an excellent organization? One that doesn’t repeat the same mistakes. And when do you repeat mistakes? When the connections inside organizations are weak or atrophied. If people aren’t connecting, your ignorance multiplies.

Content: Quotation | Author: Hayagreeva Rao | Source: Stanford University | Subjects: Management, Organizational Behavior

Matthew Ridgway, U.S. army general in the Korean War, says, “The hard decisions are not the ones you make in the heat of battle.” A lot of people can do that. The hard part is actually sitting in a meeting and speaking your mind about a bad idea that’s going to put thousands of lives in jeopardy — and convincing the decision makers that it’s … [ Read more ]

Content: Quotation | Author: Hayagreeva Rao | Source: Stanford University | Subjects: Decision Making, Leadership

It’s interesting, the people who are really good at getting things done, they’re not just optimists. In fact, research shows they have high positive and high negative affect, which means they’re really optimistic and confident things will turn out in the end, but they’re really, really worried about every little detail and how it’s going to screw things up.

Content: Quotation | Author: Robert I. Sutton | Source: Stanford University | Subjects: Achievement, Organizational Behavior, Personal Development

When we looked at cases where scaling failed, they seemed to have the trifecta of illusion, incompetence, and impatience; this idea of “We’re going to do it all at once, we don’t have time to slow down and do it right. But we’re so great, we can do it.”

Content: Quotation | Author: Robert I. Sutton | Source: Stanford University | Subjects: Management, Organizational Behavior

Why do we do what we do? Our standard answer is that we do what we do because we expect it to lead to good consequences. [Don] Quixote reminds us that there is another possible answer: We do what we do because it fulfills our identity, our sense of self. Identity-based actions protect us from the discouragement of disappointing feedback. Of course, the cost is … [ Read more ]

Content: Quotation | Author: James March | Source: Stanford University | Subjects: Motivation, Organizational Behavior

The two most important things to know about innovation are: (a) that most new ideas are bad ones, and (b) that separating the rare good ideas from the many bad ones among new ideas is ordinarily impossible. A good deal of effort has been expended in trying to develop some reasonable procedures for the early identification of good ideas. Most such procedures involve applying existing … [ Read more ]

Content: Quotation | Author: James March | Source: Stanford University | Subject: Innovation

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

Shifting marketing dollars from television to online advertising can pay off.

Content: Article | Authors: Eilene Zimmerman, Wesley R. Hartmann | Source: Stanford University | Subjects: Advertising, Marketing / Sales

Carmine Gallo shares the three simple secrets all inspiring messages share, and how inspiring executives and entrepreneurs tell their brand or product story in a way that’s understandable, memorable and emotional.

Content: Multimedia Content | Author: Carmine Gallo | Source: Stanford University | Subjects: Marketing / Sales, Personal Development

The founder of Garage Technology Ventures says grabbing the attention of investors requires crafting a succinct and compelling story.

Content: Article | Author: Deborah Petersen | Source: Stanford University | Subject: Entrepreneurship

Sometimes, when a CEO addresses his or her employees, less is more. That’s what Nir Halevy found when he and Yair Berson examined the way in which leaders — whether they are country presidents, chief executives or midlevel managers — communicate with their followers. The two researchers looked specifically at something known as construal level theory, which states that the psychological distance between a leader … [ Read more ]

Content: Article | Author: Nir Halevy | Source: Stanford University | Subjects: Leadership, Management, Organizational Behavior

In a Stanford GSB presentation, the retired general explains how to succeed in a rapidly changing environment.

Content: Article | Source: Stanford University | Subjects: Management, Organizational Behavior

In a world where a junior staffer can tweet to the CEO, the lines that traditionally delineated power and influence have been blurred. So much so, in fact, that when Jeffrey Pfeffer teaches about corporate America’s hierarchical power structure, his students often push back. That model of power isn’t relevant anymore, they insist. Such 20th-century thinking. They’re wrong.

Content: Article | Author: Jeffrey Pfeffer | Source: Stanford University | Subject: Organizational Behavior

The authors of a new book on market research explain how a shift in consumer decision-making affects marketing.

Content: Article | Authors: Emanuel Rosen, Itamar Simonson | Source: Stanford University | Subject: Market Research

An expert on public speaking explains how to manage anxiety and deliver a smooth presentation.

Content: Article | Author: Matt Abrahams | Source: Stanford University | Subjects: Personal Development, Productivity / Work Tips

Is it more important to say the right thing or act the right way? Professor Gruenfeld provides compelling research about how we perceive power in our relationships, examining the words we use, non-verbal cues and the ways in which we communicate. She shares how we can most effectively get our message across.

Content: Multimedia Content | Author: Deborah H. Gruenfeld | Source: Stanford University | Subjects: Career, Leadership, Management, Organizational Behavior, Personal Development