Among destroyers of creativity, or “creativity killers,” excessive constraint is probably number one. When people are supposed to be coming up with new ideas or solving complex problems in new ways, they need to be given a lot of autonomy. But it's very hard for some managers to change their command-and-control management style, even when it's creativity and innovation that they’re after.
When scholars discuss what makes a great business leader, they often turn to sports as the ultimate metaphor or analogy. A manager lagging in her work is "behind the eight ball" while another who is changing tactics is "calling an audible." If your staff can't do the basic "blocking and tackling" required on a project, better improve your "bench strength."
Understanding what motivates good performance is crucial for managers to master. Here is a collection of stories from our archive that highlight Harvard Business School research on motivation.
It’s critical that security and risk management leaders supply board-relevant and business-aligned content that is not hampered by overly technical references.
If you feel you are being given a little more that you thought you would earn, then you tend to go above and beyond to restore this balance
Even after several decades with an increasing female presence in the workplace, it remains the case that the same stereotypically masculine traits predict the attainment of senior roles among men and women. Perhaps if there were a cultural change, then people with different personality profiles, including more stereotypically feminine traits, might more often reach leadership roles, which would then favour more women.
A poorly designed job can work against even the most dedicated employee, setting the person up to fail. This creates a recipe for frustration and a path to burnout that is all too common.
Participants displayed less creativity and cognitive flexibility when asked to complete tasks using categorized sets of information, compared to those asked to work with items that were not ordered in any special way.
People have no trouble turning any information into a coherent narrative. Research shows that the problem with interviews is worse than irrelevance: They can be harmful, undercutting the impact of other, more valuable information about interviewees. Interviewers typically form strong but unwarranted impressions about interviewees, often revealing more about themselves than the candidates.
Researcher looks to establish a taxonomy for identifying bad bosses and their distinct behaviors.
Social Mobility Commission study says group’s lower likelihood of being employed in managerial or professional jobs is down to workplace discrimination.
Extraverts' ability to energize their teammates has a lot to do with how much agreement there is within the team. In situations where there is a high level of conflict, extraverts can be seen as 'shouting the loudest', showing a less desirable and productive side of being extraverted.
Is it better to fit in or stand out at work? A new study suggests that the answer depends on your position in your network structure and your degree of cultural alignment.
Employers who are looking to hire creative problem-solvers should consider candidates with strong curiosity traits.
Knowing the difference between right and wrong is not sufficient to avoid falling into the behavioral traps people can face when under pressure to succeed.
In too many organizations, people come to sense they’re as disposable as a BIC pen.
Being under the supervision of someone younger than us is a simple status incongruence. This is an engine for resentment-based negative emotions.
Most corporate crooks are not masterminds who carefully calculated their illegal acts, weighing the risks and rewards before embarking on their nefarious plans. More often than not, they didn’t think things through at all.The key to avoiding bad ideas often lies in seeking input from people outside our own bubbles.
Incivil behaviors at work -- put-downs, sarcasm and other condescending comments -- tend to have a contagious effect.
Greed and fear are the basic reasons underlying problems with teamwork. People are afraid that their contribution will mainly benefit those people who themselves contribute nothing. That's why people hold back and invest in self-protection rather than cooperation.