More from these Authors

• Article | Journal of Personality and Social Psychology | December 2019

  It Helps to Ask: The Cumulative Benefits of Asking Follow-up Questions

  Michael Yeomans, Alison Wood Brooks, Karen Huang, Julia A. Minson and Francesca Gino

  Citation:

  Yeomans, Michael, Alison Wood Brooks, Karen Huang, Julia A. Minson, and Francesca Gino. "It Helps to Ask: The Cumulative Benefits of Asking Follow-up Questions." Journal of Personality and Social Psychology 117, no. 6 (December 2019): 1139–1144.  View Details

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• Technical Note | HBS Case Collection | November 2019

  The Life Sciences Revolution: A Technical Primer

  Gary P. Pisano, William J. Anderson, Amitabh Chandra, Clarissa Ceruti and Stephanie Oestreich

  For more than two decades, scientific advances have been driving profound changes in drug discovery and the drug industry itself. This case provides an overview and description of these technical and scientific advances. Written for the nonscientific reader, it may be used as companion reading for other case materials that require basic knowledge of the tools, techniques, and approaches used in the pharmaceutical and biotechnology industries.

  Keywords: Science; Technological Innovation; Technology; Pharmaceutical Industry; Biotechnology Industry;

  Citation:

  Pisano, Gary P., William J. Anderson, Amitabh Chandra, Clarissa Ceruti, and Stephanie Oestreich. "The Life Sciences Revolution: A Technical Primer." Harvard Business School Technical Note 620-054, November 2019.  View Details

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• Article | Harvard Business Review | October 14, 2019

  Cracking the Code of Sustained Collaboration

  Francesca Gino

  When most organizations strive to increase collaboration, they approach it too narrowly: as a value to cultivate—not a skill to teach. So they create open offices, talk up collaboration as a corporate goal, and try to influence employees through other superficial means that don’t yield progress. Companies that excel at collaboration, in contrast, realize it involves instilling the right mindset: widespread respect for colleagues’ contributions, openness to experimenting with others’ ideas, and sensitivity to how one’s actions may affect teammates and outcomes. What’s more, these firms have established programs to help employees develop those attitudes.
  
  I have identified six types of training techniques used by such programs. They teach people to (1) listen, not talk; (2) practice empathy; (3) be comfortable giving and receiving feedback; (4) lead and follow; (5) speak with clarity and avoid abstractions; and (6) have win-win interactions.
  
  Drawing from my observations of Pixar, Webasto, and other companies, I share specific tools and exercises that show employees how to work well together, learn from one another, and connect more fully.

  Keywords: collaboration; listening; empathy; feedback; Organizational Culture; Interpersonal Communication; Training; Programs;

  Citation:

  Gino, Francesca. "Cracking the Code of Sustained Collaboration." Harvard Business Review 97, no. 6 (November–December 2019): 73–81.  View Details

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