I am a doctoral candidate in Management at Harvard Business School. I study how individuals in teams collaborate across professional and demographic boundaries. A major barrier to collaboration is power. To understand how team members can change the power structures in which they are embedded, I use longitudinal inductive methods to examine the micro-processes that unfold in organizational teams. In the lab, I study team members’ multicultural experience and teams’ interaction patterns to understand their relationship with performance. I also explore the factors that lead people outside the team to perceive the team as successful. I bridge field and lab methods in the tradition of full-cycle organizational research, which allows me to explore the multifaceted and complex underpinnings of teams, power, and collaboration.
My dissertation is based on a 31-month longitudinal inductive study of “change teams” in primary health care clinics. These teams were specifically charged with moving their organization from a hierarchical structure to a more team-based structure. Through close observation of their weekly team meetings, coupled with extensive interviews and examination of archival data, I identify the in situ moments in a team’s life when members provide information that could, over time, undermine taken-for-granted assumptions about power distribution. This dissertation extends and generates theory about power, empowerment, and heterarchy (power transitions) in teams. It also has practical implications for how team members experience and engage with power differences, how they alter power structures in their own teams, and how they can help their organizations engage more fluidly with power.
Committee: Jeff Polzer (chair), Leslie Perlow, Andrew Knight, Heidi Gardner, Sara Singer
COLLABORATING ACROSS PROFESSIONAL AND DEMOGRAPHIC BOUNDARIES
I also have projects that focus on how to improve collaboration between people from diverse demographic or professional backgrounds. My lab studies test the factors that impact creativity and performance in cross-cultural groups. My field study looks at the processes and factors that help engage and integrate people from diverse professional roles so that they can successfully carry out change efforts.
Before entering the doctoral program at Harvard Business School, I was a Research Associate, assisting with research and cases on globally distributed teams. I have also worked as an Organizational Change consultant at Booz Allen Hamilton and as an intern at Insight Partners, a conflict management firm. I have taught undergraduates, MBAs, and executives at Harvard and abroad and have been awarded a Certificate of Distinction in Teaching from Harvard.
I graduated cum laude in Psychology from Harvard College where I was a student fellow at the Center for International Development and an intern at the Carr Center for Human Rights at the Kennedy School of Government. I also studied and worked in South Korea for a year on the Yenching fellowship.
I have a black belt in Taekwondo and enjoy participating in a Masters Swim Club.