Advika Consulting Services: Challenges and Opportunities in Managing Human Capital

Alison Wood  Brooks; Francesca  Gino; Julia J. Lee; Bradley R. Staats; Andrew  Wasynczuk; John  Beshears

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Teaching Note | HBS Case Collection | February 2018

Advika Consulting Services: Challenges and Opportunities in Managing Human Capital

by Alison Wood Brooks, Francesca Gino, Julia J. Lee, Bradley R. Staats, Andrew Wasynczuk and John Beshears

Abstract

Teaching Note for HBS No. 916-033.

Keywords: consulting firms;

Language: English

Format: Print

13 pages

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Citation:

Brooks, Alison Wood, Francesca Gino, Julia J. Lee, Bradley R. Staats, Andrew Wasynczuk, and John Beshears. "Advika Consulting Services: Challenges and Opportunities in Managing Human Capital." Harvard Business School Teaching Note 918-038, February 2018.

About the Authors

Alison Wood Brooks

Assistant Professor of Business Administration

Negotiation, Organizations & Markets

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Francesca Gino

Tandon Family Professor of Business Administration
Unit Head, Negotiation, Organizations & Markets

Negotiation, Organizations & Markets

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Andrew Wasynczuk

Senior Lecturer of Business Administration

Negotiation, Organizations & Markets

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John Beshears

Terrie F. and Bradley M. Bloom Associate Professor of Business Administration

Negotiation, Organizations & Markets

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Case | HBS Case Collection | February 2019

Engineering Company Culture at Zaimella Ecuador

Francesca Gino, Gary Pisano and Mariana Cal

Citation:
Gino, Francesca, Gary Pisano, and Mariana Cal. "Engineering Company Culture at Zaimella Ecuador." Harvard Business School Case 919-001, February 2019. View Details

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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, Francesca Gino, 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

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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, Francesca Gino, 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

Cite View Details Find at Harvard Find at Harvard Related

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Advika Consulting Services: Challenges and Opportunities in Managing Human Capital

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