Leadership →
- 29 Oct 2006
- Research & Ideas
The History and Influence of Andy Grove
Richard S. Tedlow discusses his research on Silicon Valley legend Andy Grove and how he altered much more than the chip industry. Closed for comment; 0 Comments.
- 02 Oct 2006
- Research & Ideas
Negotiating in Three Dimensions
"Negotiation is increasingly a way of life for effective managers," say HBS professor James Sebenius and colleague David Lax. Their new book, 3-D Negotiation, describes how you can shape important deals through tactics, deal design, and set-up, and why three dimensions are more powerful than one. Here's a Q&A and book excerpt. Key concepts include: Three-D negotiation comprises tactics, deal design, and set-up. Their use depends on the nature of the barriers you face. A 3-D strategy is an aligned combination of set-up moves that occur away from the table, deal design moves, and tactics at the table, all designed to overcome the barriers you've identified. The best response to a barrier in one dimension may be moves within other dimensions. Closed for comment; 0 Comments.
- 20 Sep 2006
- Research & Ideas
The Power of Ordinary Practices
Seemingly mundane things that managers do can have great impact on their workers, says Professor Teresa Amabile. In this conversation with Professor Mike Roberts, she updates her ongoing research on creativity in the workplace by investigating how people's intense inner work lives affect their productivity—and how managers can encourage production. Closed for comment; 0 Comments.
- 11 Sep 2006
- Research & Ideas
Negotiating When the Rules Suddenly Change
Following the adoption of a collective bargaining agreement in 2005, National Hockey League GMs had one month to absorb the new rules and put a team together. How to best negotiate in an uncertain environment? Michael Wheeler advises looking to military science for winning strategies. Key concepts include: Traditional negotiation theory says little about crafting strategy in highly dynamic markets—but the military knows all about strategy and uncertainty. Make an informed bet on how you think events will unfold, but also identify the greatest threats to success. Prepare to make good decisions on the fly. Situational awareness and the ability to learn as you go are critical. Closed for comment; 0 Comments.
- 14 Aug 2006
- HBS Case
On Managing with Bobby Knight and “Coach K”
Bobby Knight and Mike Krzyzewski are arguably the two most successful college basketball coaches in the country. But their leadership styles could not be more different. Professor Scott Snook wonders: Is it better to be loved or feared? Closed for comment; 0 Comments.
- 31 Jul 2006
- Research & Ideas
When Not to Trust Your Gut
Most of us trust our intuition more than we should, especially when the pressure is on in negotiations. Professors Max Bazerman and Deepak Malhotra on negotiating more rationally. From Negotiation. Key concepts include: Too much trust in intuition can lead to irrational decisions. Employ "System 2" thinking to apply logic even in times of stress and indecision. In negotiations, schedule more time than you think you will need. Closed for comment; 0 Comments.
- 05 Jul 2006
- What Do You Think?
How Important Is “Executive Intelligence” for Leaders?
Leadership talent is enjoying a perceived "seller's market," says Jim Heskett. As we select and train future leaders for all levels of our organizations, how much effort do we really spend assessing executive intelligence as opposed to personality and style? What do YOU think? Key concepts include: According to Justin Menkes, executive intelligence is the ability to digest, often with the help of others, large amounts of information in order to form important decisions. Menkes says, "Personality is not a differentiator of star talent. It is an individual's facility for clear thinking or intelligence that largely determines their leadership success." What do you think is the relative importance of executive intelligence, style, and personality in effective leaders? Closed for comment; 0 Comments.
- 05 Jul 2006
- Working Paper Summaries
Maximizing Joint Gains: Transaction Utility Within and Between Groups
Win-win deals are more easily described than carried out. Earlier studies have shown that when people don't know the gender or social category of their negotiating partner, they are happy to make a profit even if their partner earns a greater profit. Four new studies looked at how gender or other social contexts influence the way people cut a deal. Key concepts include: Social category in context is key to negotiation. What we consider a good deal within our own social category may be a worse deal when we compare ourselves to members of a different social category. "Maximizing the pie" in negotiation may be more difficult across social category lines (e.g., countries, regions, etc.). Brokering win-win deals across national, cultural, and religious lines therefore requires special care. Closed for comment; 0 Comments.
- 06 Mar 2006
- Research & Ideas
Four Strategies for Making Concessions
"Concessions are often necessary in negotiation," says HBS professor Deepak Malhotra. "But they often go unappreciated and unreciprocated." Here he explains four strategies for building good will and reciprocity. From Negotiation. Closed for comment; 0 Comments.
- 27 Feb 2006
- Research & Ideas
Corporate Values and Employee Cynicism
A values-driven organization poses unique risks for its leaders—in particular, charges of hypocrisy if the leaders make a mistake. Sandra Cha of McGill University and Amy Edmondson of Harvard Business School discuss what to do when values backfire. Closed for comment; 0 Comments.
- 13 Feb 2006
- Research & Ideas
When Gender Changes the Negotiation
Gender is not a good predictor of negotiation performance, but ambiguous situations can trigger different behaviors by men and women. Here is how to neutralize the differences and reduce inequities. From Negotiation. Closed for comment; 0 Comments.
- 21 Nov 2005
- Research & Ideas
Making Credibility Your Strongest Asset
Dealmakers often forget the power of a good reputation. In this article from Negotiation, HBS professor Michael Wheeler tells why having a storehouse of credibility will put you head and shoulders above the competition. Closed for comment; 0 Comments.
- 03 Oct 2005
- Research & Ideas
The Truck Driver Who Reinvented Shipping
Malcolm P. McLean (1914-2001) hit on an idea to dramatically reduce labor and dock servicing time. An excerpt from In Their Time: The Greatest Business Leaders of the Twentieth Century by Harvard Business School's Anthony J. Mayo and Nitin Nohria. Closed for comment; 0 Comments.
- 26 Sep 2005
- Research & Ideas
What Perceived Power Brings to Negotiations
What role does "perceived power" play in negotiations? For one thing, it may help all the parties take away a win at the table. Professor Kathleen McGinn discusses new research done with Princeton’s Rebecca Wolf. Closed for comment; 0 Comments.
- 06 Sep 2005
- What Do You Think?
What are the Lessons of New Orleans?
The response by public officials to the Hurricane Katrina disaster will be analyzed for years. Can lessons learned in the private sector instruct us in minimizing the suffering and damage from inevitable future calamities? Closed for comment; 0 Comments.
- 01 Aug 2005
- Research & Ideas
How to Choose the Best Deal
Weighing different options can seem as difficult as comparing apples and oranges. The first step is to find the equalizer—then proceed from there, writes HBS professor Michael Wheeler in this article from Negotiation. Closed for comment; 0 Comments.
- 27 Jun 2005
- Research & Ideas
The Potential Downside of Win-Win
You and your negotiating partner may reach a wonderful agreement for both parties, but have you forgotten people who aren't at the bargaining table, such as your consumers? HBS Professor Max H. Bazerman reflects in this article from Negotiation. Closed for comment; 0 Comments.
- 27 Jun 2005
- Research & Ideas
Asian and American Leadership Styles: How Are They Unique?
Business leadership is at the core of Asian economic development, says HBS professor D. Quinn Mills. As he explained recently in Kuala Lumpur, the American and Asian leadership styles, while very different, also share important similarities. Closed for comment; 0 Comments.
- 06 Jun 2005
- Research & Ideas
Don’t Listen to “Yes”
It's essential for leaders to spark conflict in their organizations, as long as it is constructive. A Q&A with Professor Michael Roberto, author of the new book Why Great Leaders Don't Take Yes for an Answer. Closed for comment; 0 Comments.
Andy Grove: A Biographer’s Tale
Podcast: For Harvard Business School professor Richard S. Tedlow, Intel co-founder Andy Grove is one of the most important and intriguing CEOs in American business history. In this interview, Tedlow discusses his new biography, Andy Grove: The Life and Times of an American with Jim Aisner. Closed for comment; 0 Comments.