More from these Authors

• Article | Organizational Behavior and Human Decision Processes

  Seeker Beware: The Interpersonal Costs of Ignoring Advice

  Hayley Blunden, Jennifer M. Logg, Alison Wood Brooks, Leslie John and Francesca Gino

  Prior advice research has focused on why people rely on (or ignore) advice and its impact on judgment accuracy. We expand the consideration of advice-seeking outcomes by investigating the interpersonal consequences of advice seekers’ decisions. Across nine studies, we show that advisors interpersonally penalize seekers who disregard their advice, and that these reactions are especially strong among expert advisors. This penalty also drives advisor reactions to a widely-recommended advice-seeking strategy: soliciting multiple advisors to leverage the wisdom of crowds. Advisors denigrate and distance themselves from seekers who they learn consulted others, an effect mediated by perceptions that their own advice will be disregarded. Underlying these effects is an asymmetry between advisors’ and seekers’ beliefs about the purpose of the advice exchange: whereas advisors believe giving advice is more about narrowing the option set by providing direction, seekers believe soliciting advice is more about widening the option set by gathering information.

  Keywords: advice; advice seeking; expertise; impression management; wisdom of crowds; Interpersonal Communication; Relationships; Behavior; Experience and Expertise; Perception; Judgments; Outcome or Result;

  Citation:

  Blunden, Hayley, Jennifer M. Logg, Alison Wood Brooks, Leslie John, and Francesca Gino. "Seeker Beware: The Interpersonal Costs of Ignoring Advice." Organizational Behavior and Human Decision Processes 150 (January 2019): 83–100.  View Details

  CiteView DetailsFind at Harvard

  Related

• Book | 2019

  Creative Construction: The DNA of Sustained Innovation

  Gary P. Pisano

  This myth-busting book shows large companies can construct a strategy, system, and culture of innovation that creates sustained growth. Every company wants to grow, and the most proven way is through innovation. The conventional wisdom is that only disruptive, nimble startups can innovate; once a business gets bigger and more complex corporate arteriosclerosis sets in. Gary Pisano's remarkable research conducted over three decades, and his extraordinary on-the ground experience with big companies and fast-growing ones that have moved beyond the start-up stage, provides new thinking about how the scale of bigger companies can be leveraged for advantage in innovation. He begins with the simply reality that bigger companies are, well, different. Demanding that they "be like Uber" is no more realistic than commanding your dog to speak French. Bigger companies are complex. They need to sustain revenue streams from existing businesses, and deal with Wall Street's demands. These organizations require a different set of management practices and approaches--a discipline focused on the strategies, systems and culture for taking their companies to the next level. Big can be beautiful, but it requires creative construction by leaders to avoid the creative destruction that is all-too-often the fate of too many.

  Keywords: Innovation and Invention; Business Growth and Maturation; Innovation Strategy; Organizational Culture; Management Systems; Creativity; Leading Change;

  Citation:

  Pisano, Gary P. Creative Construction: The DNA of Sustained Innovation. New York: PublicAffairs, 2019.  View Details

  CiteView DetailsFind at HarvardPurchase

  Related

• Article | Harvard Business Review | January–February 2019

  The Hard Truth About Innovative Cultures

  Gary P. Pisano

  Innovative cultures are generally depicted as pretty fun. They’re characterized by a tolerance for failure and a willingness to experiment. They’re seen as being psychologically safe, highly collaborative, and nonhierarchical. And research suggests that these behaviors translate into better innovative performance. But despite the fact that innovative cultures are desirable, and that most leaders claim to understand what they entail, they are hard to create and sustain.
  That’s because the easy-to-like behaviors that get so much attention are only one side of the coin. They must be counterbalanced by some tougher and frankly less fun behaviors: an intolerance for incompetence, rigorous discipline, brutal candor, a high level of individual accountability, and strong leadership.
  Unless the tensions created by this paradox are carefully managed, attempts to create an innovative culture will fail.

  Keywords: Organizational Culture; Innovation and Invention; Performance Expectations; Leadership;

  Citation:

  Pisano, Gary P. "The Hard Truth About Innovative Cultures." Harvard Business Review 97, no. 1 (January–February 2019): 62–71.  View Details

  CiteView DetailsFind at Harvard Register to Read

  Related