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New research on cognition and thinking from Harvard Business School faculty on issues including using reflection to improve performance, what role judgment should play in decision making, and overcoming denial.
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Lessons in Decision-Making: Confident People Aren't Always Correct (Except When They Are)

by Kara Baskin

A study of 70,000 decisions by Thomas Graeber and Benjamin Enke finds that self-assurance doesn't necessarily reflect skill. Shrewd decision-making often comes down to how well a person understands the limits of their knowledge. How can managers identify and elevate their best decision-makers?

Looking to Leave a Mark? Memorable Leaders Don't Just Spout Statistics, They Tell Stories

by Scott Van Voorhis

That killer fever chart in your slide deck might not be as impressive as you think. In fact, your audience might soon forget that critical data point. If you want them to remember your message, research by Thomas Graeber suggests that nothing sticks to the mind like a good story.

When a Vacation Isn’t Enough, a Sabbatical Can Recharge Your Life—and Your Career

by Michael Blanding

Burning out and ready to quit? Consider an extended break instead. Drawing from research inspired by his own 900-mile journey, DJ DiDonna offers practical advice to help people chart a new path through a sabbatical.

The Revision Bias

by Ximena Garcia-Rada, Leslie John, Ed O’Brien, and Michael I. Norton

Companies often release revised editions of books, director’s cuts of movies, and technological updates, on the assumption that revising products and services leads to better outcomes. Nine studies, however, document the revision bias: the tendency to prefer things that were revised, regardless of whether the revised versions are objectively better than their predecessors.

Team Learning Capabilities: A Meso Model of Sustained Innovation and Superior Firm Performance

by Jean-François Harvey, Henrik Bresman, and Amy C. Edmondson

In strategic management research, the dynamic capabilities framework enables a “helicopter view” of how firms achieve sustainable competitive advantage. This paper focuses on the critical role of work teams, arguing that managers must leverage the knowledge generated by teams to support innovation and strategic change. It matches types of team learning to innovation activities.

The Salary Taboo: Privacy Norms and the Diffusion of Information

by Zoë B. Cullen and Ricardo Perez-Truglia

Barriers to the diffusion of salary information have implications for a wide range of labor market phenomena. This study of employees of a real organization shows that individuals significantly misinterpret their peers’ salaries, partly due to pervasive preferences for concealing own salary, and a potentially strategic decision of high earners to withhold their personal information.

Channeled Attention and Stable Errors

by Tristan Gagnon-Bartsch, Matthew Rabin, and Joshua Schwartzstein

As humans we are surprisingly good at neglecting unexpected information that conflicts with what we “know” to be true. This paper develops a framework for predicting when we are more likely to “get a clue” despite this cognitive barrier to discovering our own mistakes.

Feeling Stressed? Try Sniffing Your Romantic Partner's Shirt

by Carmen Nobel

Attention business travelers: Reducing on-the-road stress might be as simple as tucking a loved one’s t-shirt into your suitcase, according to new research by Marlise Hofer, Hanne K. Collins, Ashley V. Whillans, and Frances S. Chen. Open for comment; 0 Comments.

Flexing the Frame: TMT Framing and the Adoption of Non-Incremental Innovations in Incumbent Firms

by Ryan Raffaelli, Mary Ann Glynn, and Michael Tushman

Organizations continuously face decisions about whether or not to adopt innovations. Often, however, senior teams do not adopt an innovation even when the organization has the resources to do so. Using real examples, this paper theorizes how the processes of cognitive and emotional framing inform managerial choices about whether or not to adopt innovations.

Advice on Advice

by Dina Gerdeman

To be effective leaders, we all need good advice, and we need to give good advice to others. Problem is, advice sharing is not as easy as it sounds, explain Joshua Margolis and the late David Garvin. Open for comment; 0 Comments.

Is Too Much Focus a Problem?

by James Heskett

Summing Up—In a lively debate, Jim Heskett's readers see a downside to the too-focused manager. What do YOU think? Closed for comment; 0 Comments.

Learning By Thinking: How Reflection Improves Performance

by Giada Di Stefano, Francesca Gino, Gary Pisano & Bradley Staats

Knowledge plays an important role in the productivity and prosperity of economies, organizations, and individuals. Even so, research on learning has primarily focused on the role of doing (experience) in fostering progress over time. To compare the effectiveness of different sources of learning, the authors take a micro approach and study learning at the individual level. They argue that learning from direct experience can be more effective if coupled with reflection—that is, the intentional attempt to synthesize, abstract, and articulate the key lessons taught by experience. Using a mixed-method approach that combines laboratory experiments and a field study in a large business process outsourcing company in India, they find support for this prediction. Further, they find that the effect of reflection on learning is mediated by greater perceived ability to achieve a goal (i.e., self-efficacy). Together, these results reveal reflection to be a powerful mechanism behind learning, confirming the words of American philosopher, psychologist, and educational reformer John Dewey: "We do not learn from experience ... we learn from reflecting on experience." Key concepts include: Learning from direct experience can be more effective if coupled with reflection-that is, the intentional attempt to synthesize, abstract, and articulate the key lessons taught by experience. Reflecting on what has been learned makes experience more productive. Reflection builds one's confidence in the ability to achieve a goal (i.e., self-efficacy), which in turn translates into higher rates of learning. Closed for comment; 0 Comments.

Is There Still a Role for Judgment in Decision-Making?

by James Heskett

Summing Up: Human judgment should be a part of all decisions, but play a dominant role in significantly fewer of them, according to many of Jim Heskett's readers. Is good old-fashioned intuition out of date? What do YOU think? Closed for comment; 0 Comments.

Why Unqualified Candidates Get Hired Anyway

by Anna Secino

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." Closed for comment; 0 Comments.

Blue Skies, Distractions Arise: How Weather Affects Productivity

by Carmen Nobel

New studies show that workers are more productive on rainy days than on sunny ones. Does your office take advantage? Research by Francesca Gino and colleagues. Closed for comment; 0 Comments.

Ruthlessly Realistic: How CEOs Must Overcome Denial

by Martha Lagace

Even the best leaders can be in denial—about trouble inside the organization, about onrushing competitors, about changing consumer behavior. Harvard Business School professor Richard S. Tedlow looks at history and discusses how executives can acknowledge and deal with reality. Plus: Book excerpt. Key concepts include: Denial is the unwillingness to acknowledge and deal with reality. What is different today is that the cost of denial has become so high. Being ruthlessly realistic with oneself is one of the greatest challenges for any CEO. Closed for comment; 0 Comments.

The Devil Wears Prada? Effects of Exposure to Luxury Goods on Cognition and Decision Making

by Roy Y.J. Chua & Xi Zou

Gandhi once wrote that "a certain degree of physical harmony and comfort is necessary, but above a certain level it becomes a hindrance instead of a help." This observation raises interesting questions for psychologists regarding the effects of luxury. What psychological consequences do luxury goods have on people? In this paper, the authors argue that luxury goods can activate the concept of self-interest and affect subsequent cognition. The argument involves two key premises: Luxury is intrinsically linked to self-interest, and exposure to luxury can activate related mental representations affecting cognition and decision-making. Two experiments showed that exposure to luxury led people to think more about themselves than others. Key concepts include: Luxury does not necessarily induce people to be "nasty" toward others but rather causes them to be less concerned about or considerate toward others. Experiment 1 showed that when primed with luxury, people are more likely to endorse self-interested business decisions (profit maximization), even at the expense of others. Experiment 2 further demonstrated that exposure to luxury is likely to activate self-interest but not the tendency to harm others. Exposure to luxury goods may activate a social norm that it is appropriate to pursue interests beyond a basic comfort level, even at the expense of others. It may be this activated social norm that affects people's judgment and decision-making. Alternatively, exposure to luxury may directly increase people's personal desire, causing them to focus on their own benefits such as prioritizing profits over social responsibilities. Closed for comment; 0 Comments.

Are You Ready to Manage in an Irrational World?

by Jim Heskett

It is becoming clear that human behavior is much less rational than we assumed, says HBS professor Jim Heskett. Judging from replies to this month's question, there are many nuances to managing in an irrational world. (Online forum now closed. Next forum begins August 7.) Closed for comment; 0 Comments.

Why Don’t Managers Think Deeply?

by Jim Heskett

Online forum closed. Summing Up. According to Gerald and Lindsay Zaltman, nearly all research techniques commonly used today probe humans only at their conscious level, though it is the subconscious level that really determines behavior. Closed for comment; 0 Comments.

Connecting with Consumers Using Deep Metaphors

by Martha Lagace

Consumer needs and desires are not entirely mysterious. In fact, marketers of successful brands regularly draw on a rich assortment of insights excavated from research into basic frames or orientations we have toward the world around us, according to HBS professor emeritus Gerald Zaltman and Lindsay Zaltman, authors of Marketing Metaphoria. Here's a Q&A and book excerpt. Key concepts include: Deep metaphors are powerful predictors of what customers think and how they react to new or existing goods and services. The seven deep metaphors discussed in Marketing Metaphoria appear across a variety of products. Recent advances in various disciplines are providing concepts and techniques enabling marketers to dig into what consumers don't know they know. Closed for comment; 0 Comments.