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    Polzer, Jeffrey T.Remove Polzer, Jeffrey T. →

    Page 1 of 7 Results
    • 14 Oct 2021
    • In Practice

    Reunited and It Feels (Not) So Good: Tips for Managing a Rocky Return

    by Kristen Senz

    For many companies, returning to the office has felt like a rollercoaster of worry, excitement, and uncertainty. Members of the Harvard Business School faculty offer advice to help managers restore calm. Open for comment; 0 Comments.

    • 14 Sep 2020
    • Research & Ideas

    You're Right! You Are Working Longer and Attending More Meetings

    by Danielle Kost

    A study of 3 million people confirms what many work-from-home employees already know: We're swamped. Research by Raffaella Sadun, Jeffrey Polzer, and colleagues. Open for comment; 0 Comments.

    • 10 Aug 2020
    • Working Paper Summaries

    Collaborating During Coronavirus: The Impact of COVID-19 on the Nature of Work

    by Evan DeFilippis, Stephen Michael Impink, Madison Singell, Jeffrey T. Polzer, and Raffaella Sadun

    This study of 16 cities is the first large-scale analysis of how digital communication patterns have changed in the early stages of the pandemic. The overall pattern of more meetings and more emails points to a spillover of virtual communication beyond normal working hours.

    • 21 Aug 2017
    • Lessons from the Classroom

    Companies Love Big Data But Lack the Strategy To Use It Effectively

    by Dina Gerdeman

    Big data is a critical competitive advantage for companies that know how to use it. Harvard Business School faculty share insights that they teach to executives. Open for comment; 0 Comments.

    • 14 May 2009
    • Sharpening Your Skills

    Sharpening Your Skills: Managing Teams

    Re: Multiple Faculty

    The ability to lead teams is fast becoming a critical skill for all managers in the 21st century. Here are four HBS Working Knowledge stories from the archives that address everything from how teams learn to turning individual performers into team players. Closed for comment; 0 Comments.

    • 31 Jan 2007
    • HBS Case

    When Good Teams Go Bad

    by Garry Emmons

    Jeff Polzer and Scott Snook teach "The Army Crew Team" case and the dilemma faced by a rowing coach who has great individual parts but can't get them to synchronize. Open for comment; 0 Comments.

    • 05 Jul 2006
    • Working Paper Summaries

    Geographically-Colocated Subgroups in Globally Dispersed Teams: A Test of the Faultline Hypothesis

    by Jeffrey T. Polzer, C. Brad Crisp, Sirkka L. Jarvenpaa & Jerry W. Kim

    Team diversity can harness strengths or drive a team apart. Troublesome faultlines appear when team members identify with a subgroup more strongly than with the larger team. Previous research, conducted on teams who worked face-to-face, has shown that these faultlines can be based on demographic factors (such as differences in nationality). The authors of this paper conducted a study on faultlines that arise between subgroups in different geographic locations. They found that faultline dynamics did indeed occur in teams with subgroups in different locations, and that their geographic diversity caused disruptive group relations, diminished trust, and increased conflict between subgroups. Key concepts include: Geographic diversity is becoming increasingly important as more organizations rely on dispersed work teams to perform their core work activities. The existence of subgroups in different locations creates an "us versus them" mentality, which leads to misunderstandings and negative feelings between team members. When managing geographically dispersed teams, build relationships and instill a collective identity to integrate subgroups in different locations, and be aware of the very real potential for disruptive group dynamics. Closed for comment; 0 Comments.

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