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Show Results For
-
All HBS Web
(1,216)
- People (10)
- News (466)
- Research (315)
- Multimedia (46)
- Faculty Publications (61)
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- October 14, 2019
- Article
Cracking the Code of Sustained Collaboration
By: Francesca Gino
When most organizations strive to increase collaboration, they approach it too narrowly: as a value to cultivate—not a skill to teach. So they create open offices, talk up collaboration as a corporate goal, and try to influence employees through other superficial means...
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Keywords:
Collaboration;
Listening;
Empathy;
Feedback;
Organizational Culture;
Interpersonal Communication;
Training;
Programs
Gino, Francesca. "Cracking the Code of Sustained Collaboration." Harvard Business Review 97, no. 6 (November–December 2019): 73–81.
- Article
Taxes, Subsidies, and Listeners Like You: Public Policy and Contributions to Public Radio
By: Arthur C. Brooks
Brooks, Arthur C. "Taxes, Subsidies, and Listeners Like You: Public Policy and Contributions to Public Radio." Public Administration Review 63, no. 5 (September–October 2003): 554–561.
- 14 May 2019
- Working Paper Summaries
Do Experts Listen to Other Experts? Field Experimental Evidence from Scientific Peer Review
- 2020
- Working Paper
When Do Experts Listen to Other Experts? The Role of Negative Information in Expert Evaluations for Novel Projects
By: Jacqueline N. Lane, Misha Teplitskiy, Gary Gray, Hardeep Ranu, Michael Menietti, Eva C. Guinan and Karim R. Lakhani
The evaluation of novel projects lies at the heart of scientific and technological innovation, and yet literature suggests that this process is subject to inconsistency and potential biases. This paper investigates the role of information sharing among experts as the...
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Keywords:
Project Evaluation;
Innovation;
Knowledge Frontier;
Negativity Bias;
Projects;
Innovation and Invention;
Information;
Diversity;
Judgments
Lane, Jacqueline N., Misha Teplitskiy, Gary Gray, Hardeep Ranu, Michael Menietti, Eva C. Guinan, and Karim R. Lakhani. "When Do Experts Listen to Other Experts? The Role of Negative Information in Expert Evaluations for Novel Projects." Harvard Business School Working Paper, No. 21-007, July 2020. (Revised November 2020.)
- Article
Do We Listen to Advice just Because we Paid for It? The Impact of Advice Cost on Its Use
By: F. Gino
Gino, F. "Do We Listen to Advice just Because we Paid for It? The Impact of Advice Cost on Its Use." Organizational Behavior and Human Decision Processes 107, no. 2 (November 2008): 234–245.
- 05 Jul 2006
- Working Paper Summaries
Do We Listen to Advice Just Because We Paid for It? The Impact of Cost of Advice on Its Use
- 11 Apr 2023
- Op-Ed
The First 90 Hours: What New CEOs Should—and Shouldn't—Do to Set the Right Tone
shorter period of time. "After three months of dithering, naysayers on the inside will have figured out your weak spots and will be organizing to slow you down." For instance, the suggestion that new leaders embark on a plodding, 90-day View Details
Keywords:
by John Quelch
- 20 Dec 2022
- Op-Ed
Employee Feedback: The Key to Retention During the Great Resignation
employees depends on its willingness to listen to them and act on what is learned. “Allowing employees to safely speak truth to power enables senior management to learn about barriers to performance that employees see clearly—but that...
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Keywords:
by Michael Beer
- 18 Mar 2019
- Research & Ideas
Stuck in Commuter Hell? You Can Still Be Productive
this makes people feel happier about their jobs, according to the working paper Between Home and Work: Commuting as an Opportunity for Role Transitions. Meanwhile, doing relaxing or purely pleasurable things on the way to the office, like View Details
Keywords:
by Dina Gerdeman
- 23 Nov 2021
- Research & Ideas
The Vinyl Renaissance: Take Those Old Records Off the Shelf
Streaming accounts for about 85 percent of today’s music consumption, but sales of vinyl records have grown steadily over the past decade, owing to their rediscovery by members of Gen Z who view them as a timeless medium that offers richer sound quality. In fact, the...
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- 20 Dec 2016
- Research & Ideas
The 10 Most Popular 'Cold Call' Podcasts
listeners behind the scenes of a case he or she has written, probing what inspired the case, exploring how it relates to management practice, and delving into interesting anecdotes that come from researching the case and teaching it in...
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Keywords:
Re: Multiple Faculty
- August 1999
- Case
Leaving
By: David A. Thomas
A company supervisor listens to an employee, an African American woman, announce she is leaving the company and tries to understand the situation.
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Keywords:
Resignation and Termination;
Retention;
Race;
Behavior;
Diversity;
Interpersonal Communication;
Labor and Management Relations
Thomas, David A. "Leaving." Harvard Business School Case 400-033, August 1999.
- 2008
- Working Paper
The Artful Dodger: Answering the Wrong Question the Right Way
By: Todd Rogers and Michael I. Norton
What happens when people try to "dodge" a question they would rather not answer by answering a different question? In four online studies using paid participants, we show that listeners can fail to detect dodges when speakers answer similar—but objectively...
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Rogers, Todd, and Michael I. Norton. "The Artful Dodger: Answering the Wrong Question the Right Way." Harvard Business School Working Paper, No. 09-048, September 2008. (Revised September 2010.)
- Article
The Artful Dodger: Answering the Wrong Question the Right Way
By: Todd Rogers and Michael I. Norton
What happens when speakers try to "dodge" a question they would rather not answer by answering a different question? In 4 studies, we show that listeners can fail to detect dodges when speakers answer similar-but objectively incorrect-questions (the "artful dodge"), a...
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Rogers, Todd, and Michael I. Norton. "The Artful Dodger: Answering the Wrong Question the Right Way." Journal of Experimental Psychology: Applied 17, no. 2 (June 2011): 139–147.
- 17 Nov 2008
- Research & Ideas
Decoding the Artful Sidestep
instead provide distraction by answering something they would rather have been asked. And what is more, oftentimes their listeners either do not notice the verbal sleight of hand or do not mind it. New research by Todd Rogers (HBS Ph.D...
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Keywords:
by Martha Lagace
- September 2017 (Revised November 2017)
- Case
John Rogers and Ariel Investments
By: Steven Rogers and Greg White
The strong, public advocacy of a highly successful African American CEO has the potential to negatively impact his company. The CEO is deciding if he should listen to the advice of others who are urging him to “tone it down”.
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Keywords:
Advocacy;
Diversity;
Investment Management;
Affirmative Action;
Disruption;
Cost vs Benefits;
Corporate Entrepreneurship;
Fairness;
Moral Sensibility;
Values and Beliefs;
Corporate Accountability;
Leading Change;
Corporate Social Responsibility and Impact;
Problems and Challenges;
Financial Services Industry;
Chicago
Rogers, Steven, and Greg White. "John Rogers and Ariel Investments." Harvard Business School Case 318-015, September 2017. (Revised November 2017.)
- 27 Jul 2021
- Interview
Amy Edmondson on How to Create a Psychologically-Safe Workplace and What to Do If You Don't Work in One
By: Amy C. Edmondson
Harvard Business School Professor and renowned business expert, Amy Edmondson, talks about the growing link between psychological safety at work and the results that high-performing teams accomplish.
She details what psychological safety is, how to create a...
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"Amy Edmondson on How to Create a Psychologically-Safe Workplace and What to Do If You Don't Work in One." Episode 430. Carey Nieuwhof Leadership Podcast, July 27, 2021.
- January–February 2014
- Article
Can a Strong Culture Be Too Strong?
By: David A. Garvin
The article presents a case study of a business enterprise with high employee turnover that is considering adopting a personnel management innovation, referred to as People Support, involving a group of managers whose role is to listen to and help resolve employees'...
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Garvin, David A. "Can a Strong Culture Be Too Strong?" Harvard Business Review 92, nos. 1-2 (January–February 2014): 113–117.