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Negotiation, Organizations & Markets

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    • RECENT PUBLICATION: Article

      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

      In a recent article published in Journal of Personality and Social Psychology (JPSP; Huang, Yeomans, Brooks, Minson, & Gino, 2017), we reported the results of 2 experiments involving “getting acquainted” conversations among strangers and an observational field study of heterosexual speed daters. In all 3 studies, we found that asking more questions in conversation, especially follow-up questions (that indicate responsiveness to a partner), increases interpersonal liking of the question asker. Kluger and Malloy (2019) offer a critique of the analyses in Study 3 of our article. Though their response is a positive signal of engaged interest in our research, they made 3 core mistakes in their analyses that render their critique invalid. First, they tested the wrong variables, leading to conclusions that were erroneous. Second, even if they had analyzed the correct variables, some of their analytical choices were not valid for our speed-dating dataset, casting doubt on their conclusions. Third, they misrepresented our original findings, ignoring results in all 3 of our studies that disprove some of their central criticisms. In summary, the conclusions that Kluger and Malloy (2019) drew about Huang et al. (2017)’s findings are incorrect. The original results are reliable and robust: Asking more questions, especially follow-up questions, increases interpersonal liking. (PsycINFO Database Record (c) 2019 APA, all rights reserved)

      Keywords: question-asking; Conversation; Communication; Relationships; Interpersonal Communication;

      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
      CiteView DetailsFind at HarvardRelated
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    • RECENT PUBLICATION: Case

      Case | HBS Case Collection | November 2019

      Starbucks: Reaffirming Commitment to the Third Place Ideal

      Francesca Gino, Katherine B. Coffman and Jeff Huizinga

      On April 12, 2018, two African American entrepreneurs had scheduled a business meeting at a Starbucks in Philadelphia’s Rittenhouse Square neighborhood. They sat without ordering, waiting for a local businessman to show up for the meeting. The store manager called 911 on them, despite the fact that they were behaving neither violently nor disruptively. When the police arrived soon after the call, they arrested the young men. The incident was viewed by the Starbucks’ leadership team, including the CEO, as “a disheartening situation” and, in the words of John Kelly, the company’s Senior VP of Public Affairs and Social Impact, “a profound failure to live up to our ideals and a violation of our values.” Starbucks, which employed around 175,000 individuals nationwide and served more than 4 million customers daily in its approximately 8,000 U.S. stores, strived to abide by its mission statement: “…To inspire and nurture the human spirit, one cup, one person, one neighborhood at a time.”
      The case describes how the company and its leadership responded to the crisis. To react to the incident, the leadership decided to close down its stores for a day of unconscious bias training, aimed at raising awareness of racial bias and discrimination in particular. The company also started a journey of providing more training and development for the partners, to assure that they lived by the company values on a daily basis, and revised store policy that, the leadership believed, contributed to how the store managers and employees in the Rittenhouse Square store behaved back in April 2018. As the case closes, CEO Steve Johnson reflects on how he could assure that every Starbucks employee not only understood the company mission and values, but truly connected to them emotionally and carry them out daily in their work.

      Keywords: Mission and Purpose; Values and Beliefs; Prejudice and Bias; Crisis Management; Employees; Training;

      Citation:

      Gino, Francesca, Katherine B. Coffman, and Jeff Huizinga. "Starbucks: Reaffirming Commitment to the Third Place Ideal." Harvard Business School Case 920-016, November 2019.  View Details
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    • RECENT PUBLICATION: Article

      Editorial | Harvard Business Review (website) | November 15, 2019

      Getting Your Team to Do More Than Meet Deadlines

      Charlotte Blank, Laura M. Giurge, Laurel Newman and A.V. Whillans

      When it comes to our to-do lists, many of us prioritize checking off tasks that are easiest to complete or are due first, regardless of importance – a phenomenon that scholars describe as the “mere urgency” effect. This tendency becomes stronger the busier we are. But constantly prioritizing urgent tasks means that important tasks that have no urgent deadline (such as updating your resume or doing creative work) get pushed aside for later and later. Some just never get done. When we fail to do what’s important, often what matters most to us, we feel stressed, overwhelmed, and unmotivated— and firms are less productive. Research suggests managers can help employees combat the tendency to put off for tomorrow what isn’t due today: have employees set aside proactive time for work that is important but not urgent.

      Keywords: Employees; Time Management; Performance Improvement;

      Citation:

      Blank, Charlotte, Laura M. Giurge, Laurel Newman, and A.V. Whillans. "Getting Your Team to Do More Than Meet Deadlines." Harvard Business Review (website) (November 15, 2019).  View Details
      CiteView Details Read Now Related
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Page Content

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.

In The News

  • Are you ready for a robot boss? Many workers say that yes, they are

    Re: Michael Yeomans

    Boston Globe, 11 DEC 2019

  • The 13 Best Business Books to Give as Gifts, According to TED Speakers

    Re: Amy Edmondson and Francesca Gino

    Inc., 03 DEC 2019

  • Elon Musk and the Dying Art of the Big Bet

    Re: Max Bazerman and Michael Luca

    Wall Street Journal,
    30 NOV 2019

Page Content 2

Doctoral Students

 

Martin Aragoneses

John Conlon

Xiang Ding

Talia Gillis

Ravi Jagadeesan

Andrew Lilley

Matthew Lilley

Samuel Lite

David Martin

Erica Moszkowski

Francis Pinter

Daniel Ramos

Sagar Saxena

Karen Shen

Yin Wei Soon

Michael Thaler

Hanbin Yang

Allen Zhang

David Zhang

Ran Zhuo

Faculty Positions

Harvard Business School seeks candidates in all fields for full time positions. Candidates with outstanding records in PhD or DBA programs are encouraged to apply.

View Open Positions »

Contact Information

Negotiation, Organizations & Markets Unit
Harvard Business School
Baker Library | Bloomberg Center
Soldiers Field
Boston, MA 02163
NOM@hbs.edu

HBS Working Knowledge

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When to Apply?
re Katherine B. Coffman
Using a series of experiments, the authors studied gender differences in how job-seekers perceive their own qualifications for different opportunities and how this affects their decision to apply. Re
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It's No Joke: AI Beats Humans at Making You Laugh
re Michael H. Yeomans
New research shows people don’t trust recommendations from algorithms—and that’s a problem for companies that increasingly rely on AI-based technology to persuade consumers. Michael H. Yeomans explai
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The Gender Gap in Self-Promotion
re Christine L. Exley
Many organizations and job applications require individuals to assess their own ability and performance. When women communicate to potential employers, however, they systematically give less favorabl

More »

Harvard Business Publishing

Article
15 Rules for Negotiating a Job Offer
by Deepak Malhotra
Case
Chief: Role for Carolyn Childers
by Katherine B. Coffman, Jeffrey J. Bussgang, Kathleen L. McGinn, Katherine Chen and Julia Kelley

More »

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