Negotiation, Organizations & Markets
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- March 1, 2023
- Editorial
To Overcome Resistance to DEI, Understand What’s Driving It
By: Eric Shuman, Eric Knowles and Amit GoldenbergEmployees often resist DEI initiatives, which of course hinders their effectiveness. The authors — experts in the resistance to social-change efforts — write that the key to overcoming resistance to any effort is figuring out why people are resisting. When it comes to DEI initiatives, they argue, people resist because they experience at least one of three forms of threat: status threat, merit threat, and moral threat. Depending on the kinds of threat they experience, they then tend to engage in three kinds of resistance: defending, denying, and distancing. The authors explain these forms of threat and resistance and then offer suggestions for how to overcome them.
- March 1, 2023
- Editorial
To Overcome Resistance to DEI, Understand What’s Driving It
By: Eric Shuman, Eric Knowles and Amit GoldenbergEmployees often resist DEI initiatives, which of course hinders their effectiveness. The authors — experts in the resistance to social-change efforts — write that the key to overcoming resistance to any effort is figuring out why people are resisting. When it comes to DEI initiatives, they argue, people resist because they experience at least one...
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- March–April 2023
- Article
You Need Two Leadership Gears: Know When to Take Charge and When to Get Out of the Way
By: Lindy Greer, Francesca Gino and Robert SuttonThe debate about the best way to lead has been raging for years: Should you empower your people and get out of their way, or take charge and push them to do great work? The answer, say the authors, is to do both. Their research shows that effective leaders routinely shift between these two seemingly opposing modes—and build teams whose members are good at switching back and forth too. Sometimes teams need divergent thinking (during idea generation, for instance); at others, they need convergent thinking (to, say, make a decision and map out next steps). Leaders must be crystal clear about which mode is appropriate when. They have to make it psychologically safe for people to speak up, contribute, and argue, and when it’s time to end the discussion and act, signal that they’re taking charge again. There are four ways to increase the ability to shift modes: Question your assumptions about power and fixed hierarchies. Study your habits and your team’s to see if you’re stuck in one mode or the other. Set clear expectations with meeting agendas and rituals that mark transitions. And reinforce shifts with your own words, deeds, and body language.
- March–April 2023
- Article
You Need Two Leadership Gears: Know When to Take Charge and When to Get Out of the Way
By: Lindy Greer, Francesca Gino and Robert SuttonThe debate about the best way to lead has been raging for years: Should you empower your people and get out of their way, or take charge and push them to do great work? The answer, say the authors, is to do both. Their research shows that effective leaders routinely shift between these two seemingly opposing modes—and build teams whose members are...
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- March 2023
- Article
Giving-by-proxy Triggers Subsequent Charitable Behavior
By: Samantha Kassirer, Jillian J. Jordan and Maryam KouchakiHow can we foster habits of charitable giving? Here, we investigate the potential power of giving-by-proxy experiences, drawing inspiration from a growing trend in marketing and corporate social responsibility contexts in which organizations make charitable donations on behalf of employees or consumers. We create laboratory models of giving-by-proxy in workplace (Studies 1a-3) and consumer (Study 4) contexts. We then investigate how giving-by-proxy experiences (with varying amounts of autonomy) influence subsequent charitable behavior. Across five preregistered studies (N = 3255), we provide evidence that (i) giving-by-proxy experiences (that mirror those that typically occur in both workplace and consumer contexts) trigger increases in subsequent charitable behavior, (ii) this process is mediated by participants taking “charitable credit” for their behavior, and (iii) manipulating the amount of autonomy involved in the giving-by-proxy experience does not moderate these effects. Results highlight potential societal impacts of giving-by-proxy policies and campaigns.
- March 2023
- Article
Giving-by-proxy Triggers Subsequent Charitable Behavior
By: Samantha Kassirer, Jillian J. Jordan and Maryam KouchakiHow can we foster habits of charitable giving? Here, we investigate the potential power of giving-by-proxy experiences, drawing inspiration from a growing trend in marketing and corporate social responsibility contexts in which organizations make charitable donations on behalf of employees or consumers. We create laboratory models of...
About the Unit
The NOM Unit seeks to understand and improve the design and management of systems in which people make decisions: that is, design and management of negotiations, organizations, and markets. In addition, members of the group share an abiding interest in the micro foundations of these phenomena.
Our work is grounded in the power of strategic interaction to encourage individuals and organizations to create and sustain value (in negotiations, in organizations, and in markets). We explore these interactions through diverse approaches: Although many of us have training in economics, we also have members with backgrounds in social psychology, sociology, and law.
NOM seeks to apply rigorous scientific methods to real-world problems -- producing research and pedagogy that is compelling to both the academy and practitioners.
Recent Publications
Río Curicó Teaching Note: Video Short I
- March 2023 |
- Supplement |
- Faculty Research
To Overcome Resistance to DEI, Understand What’s Driving It
- March 1, 2023 |
- Editorial |
- Harvard Business Review (website)
You Need Two Leadership Gears: Know When to Take Charge and When to Get Out of the Way
- March–April 2023 |
- Article |
- Harvard Business Review
Giving-by-proxy Triggers Subsequent Charitable Behavior
- March 2023 |
- Article |
- Journal of Experimental Social Psychology
Authentic First Impressions Relate to Interpersonal, Social, and Entrepreneurial Success
- March 2023 |
- Article |
- Social Psychological & Personality Science
SIMmersion: Simulating Crucial Conversations
- February 2023 |
- Teaching Note |
- Faculty Research
Managing Mistakes
- February 2023 |
- Module Note |
- Faculty Research
Sending Signals: Strategic Displays of Warmth and Competence
- 2023 |
- Working Paper |
- Faculty Research