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Negotiation, Organizations & Markets

Negotiation, Organizations & Markets

  • Faculty
  • Curriculum
  • Seminars & Conferences
  • Awards & Honors
  • Doctoral Students
Overview Faculty Curriculum Seminars & Conferences Awards & Honors Doctoral Students
    • May 2022
    • Article

    Policy Stringency and Mental Health During the COVID-19 Pandemic: A Longitudinal Analysis of Data from 15 Countries

    By: Lara B. Aknin, Bernardo Andretti, Rafael Goldszmidt, John F. Helliwell, Anna Petherick, Jan-Emmanuel De Neve, Elizabeth W. Dunn, Daisy Fancourt, Elkhonon Goldberg, Sarah P. Jones, Ozge Karadag, Elie Karam, Richard Layard, Shekhar Saxena, Emily Thornton, Ashley Whillans and Jamil Zaki

    To date, public health policies implemented during the COVID-19 pandemic have been evaluated on the basis of their ability to reduce transmission and minimise economic harm. We aimed to assess the association between COVID-19 policy restrictions and mental health during the COVID-19 pandemic.

    • May 2022
    • Article

    Policy Stringency and Mental Health During the COVID-19 Pandemic: A Longitudinal Analysis of Data from 15 Countries

    By: Lara B. Aknin, Bernardo Andretti, Rafael Goldszmidt, John F. Helliwell, Anna Petherick, Jan-Emmanuel De Neve, Elizabeth W. Dunn, Daisy Fancourt, Elkhonon Goldberg, Sarah P. Jones, Ozge Karadag, Elie Karam, Richard Layard, Shekhar Saxena, Emily Thornton, Ashley Whillans and Jamil Zaki

    To date, public health policies implemented during the COVID-19 pandemic have been evaluated on the basis of their ability to reduce transmission and minimise economic harm. We aimed to assess the association between COVID-19 policy restrictions and mental health during the COVID-19 pandemic.

    • 2022
    • Book

    Decision Leadership: Empowering Others to Make Better Choices

    By: Don A. Moore and Max H. Bazerman

    When we think of leaders, we often imagine lone, inspirational figures lauded for their behaviors, attributes, and personal decisions, and leadership books often reinforce that view. However, this approach ignores a leader’s mission to empower others. Applying decades of behavioral science research, we offer a passionate corrective to this view, casting today’s organizations as decision factories in which effective leaders are decision architects, enabling those around them to make wise, ethical choices consistent with their own interests and the organization’s highest values. As a result, a leader’s impact grows because it ripples out instead of relying on one individual to play the part of heroic figure. Filled with real-life stories and examples of the structures, incentives, and systems that successful leaders have used, this playbook equips each of us to facilitate wise decisions.

    • 2022
    • Book

    Decision Leadership: Empowering Others to Make Better Choices

    By: Don A. Moore and Max H. Bazerman

    When we think of leaders, we often imagine lone, inspirational figures lauded for their behaviors, attributes, and personal decisions, and leadership books often reinforce that view. However, this approach ignores a leader’s mission to empower others. Applying decades of behavioral science research, we offer a passionate corrective to this view,...

    • Article

    The Conversational Circumplex: Identifying, Prioritizing, and Pursuing Informational and Relational Motives in Conversation

    By: Michael Yeomans, Maurice E. Schweitzer and Alison Wood Brooks

    The meaning of success in conversation depends on people’s goals. Often, individuals pursue multiple goals simultaneously, such as establishing shared understanding, making a favorable impression, and persuading a conversation partner. In this article, we introduce a novel theoretical framework, the Conversational Circumplex, to classify conversational motives along two key dimensions: 1) Informational: the extent to which a speaker’s motive focuses on giving and/or receiving accurate information and 2) Relational: the extent to which a speaker’s motive focuses on building the relationship. We use the conversational circumplex to underscore the multiplicity of conversational goals that people hold, and highlight the potential for individuals to have conflicting conversational goals (both intrapersonally and interpersonally) that make successful conversation a difficult challenge.

    • Article

    The Conversational Circumplex: Identifying, Prioritizing, and Pursuing Informational and Relational Motives in Conversation

    By: Michael Yeomans, Maurice E. Schweitzer and Alison Wood Brooks

    The meaning of success in conversation depends on people’s goals. Often, individuals pursue multiple goals simultaneously, such as establishing shared understanding, making a favorable impression, and persuading a conversation partner. In this article, we introduce a novel theoretical framework, the Conversational Circumplex, to classify...

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

Policy Stringency and Mental Health During the COVID-19 Pandemic: A Longitudinal Analysis of Data from 15 Countries

By: Lara B. Aknin, Bernardo Andretti, Rafael Goldszmidt, John F. Helliwell, Anna Petherick, Jan-Emmanuel De Neve, Elizabeth W. Dunn, Daisy Fancourt, Elkhonon Goldberg, Sarah P. Jones, Ozge Karadag, Elie Karam, Richard Layard, Shekhar Saxena, Emily Thornton, Ashley Whillans and Jamil Zaki
  • May 2022 |
  • Article |
  • Lancet Public Health
To date, public health policies implemented during the COVID-19 pandemic have been evaluated on the basis of their ability to reduce transmission and minimise economic harm. We aimed to assess the association between COVID-19 policy restrictions and mental health during the COVID-19 pandemic.
Keywords: Public Health; COVID-19; Mental Health; Policy; Health Pandemics; Government Administration; Well-being
Citation
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Aknin, Lara B., Bernardo Andretti, Rafael Goldszmidt, John F. Helliwell, Anna Petherick, Jan-Emmanuel De Neve, Elizabeth W. Dunn, Daisy Fancourt, Elkhonon Goldberg, Sarah P. Jones, Ozge Karadag, Elie Karam, Richard Layard, Shekhar Saxena, Emily Thornton, Ashley Whillans, and Jamil Zaki. "Policy Stringency and Mental Health During the COVID-19 Pandemic: A Longitudinal Analysis of Data from 15 Countries." Lancet Public Health 7, no. 5 (May 2022): e417–e426.

Decision Leadership: Empowering Others to Make Better Choices

By: Don A. Moore and Max H. Bazerman
  • 2022 |
  • Book |
  • Faculty Research
When we think of leaders, we often imagine lone, inspirational figures lauded for their behaviors, attributes, and personal decisions, and leadership books often reinforce that view. However, this approach ignores a leader’s mission to empower others. Applying decades of behavioral science research, we offer a passionate corrective to this view, casting today’s organizations as decision factories in which effective leaders are decision architects, enabling those around them to make wise, ethical choices consistent with their own interests and the organization’s highest values. As a result, a leader’s impact grows because it ripples out instead of relying on one individual to play the part of heroic figure. Filled with real-life stories and examples of the structures, incentives, and systems that successful leaders have used, this playbook equips each of us to facilitate wise decisions.
Keywords: Empowerment Leadership; Leadership; Employees; Decision Making; Management Style
Citation
Purchase
Related
Moore, Don A., and Max H. Bazerman. Decision Leadership: Empowering Others to Make Better Choices. New Haven: Yale University Press, 2022.

The Conversational Circumplex: Identifying, Prioritizing, and Pursuing Informational and Relational Motives in Conversation

By: Michael Yeomans, Maurice E. Schweitzer and Alison Wood Brooks
  • Article |
  • Current Opinion in Psychology
The meaning of success in conversation depends on people’s goals. Often, individuals pursue multiple goals simultaneously, such as establishing shared understanding, making a favorable impression, and persuading a conversation partner. In this article, we introduce a novel theoretical framework, the Conversational Circumplex, to classify conversational motives along two key dimensions: 1) Informational: the extent to which a speaker’s motive focuses on giving and/or receiving accurate information and 2) Relational: the extent to which a speaker’s motive focuses on building the relationship. We use the conversational circumplex to underscore the multiplicity of conversational goals that people hold, and highlight the potential for individuals to have conflicting conversational goals (both intrapersonally and interpersonally) that make successful conversation a difficult challenge.
Keywords: Conversation; Goal Pursuit; Communication; Interpersonal Communication; Goals and Objectives; Framework
Citation
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Related
Yeomans, Michael, Maurice E. Schweitzer, and Alison Wood Brooks. "The Conversational Circumplex: Identifying, Prioritizing, and Pursuing Informational and Relational Motives in Conversation." Current Opinion in Psychology 44 (April 2022): 293–302.

Consumers Value Effort over Ease When Caring for Close Others

By: Ximena Garcia-Rada, Mary Steffel, Elanor F. Williams and Michael I. Norton
  • April 2022 |
  • Article |
  • Journal of Consumer Research
Many products and services are designed to make caregiving easier, from premade meals for feeding families to robo-cribs that automatically rock babies to sleep. Yet, using these products may come with a cost: consumers may feel they have not exerted enough effort. Nine experiments show that consumers feel like better caregivers when they put more effort into caregiving tasks than when they use effort-reducing products to perform such tasks. The beneficial effect of effort on caregivers’ self-perceptions is driven by the symbolic meaning of caregiving (i.e., the task’s ability to show love) independent of the quality of care provided (i.e., the task’s ability to meet needs) and is most pronounced when expressing symbolic meaning is most important: when caregivers are providing emotional support rather than physical support, when they are caring for another person with whom they have a close relationship, and when there is a relationship norm that investing effort shows love. Finally, this work demonstrates that marketers can make effort-reducing products more appealing by acknowledging caregivers’ efforts rather than emphasizing how these products make caregiving less effortful. Together, these findings expand our current understanding of effort, caregiving, and consumer choice in close relationships.
Keywords: Effor; Caregiving; Close Relationships; Symbolic Meaning; Signaling; Relationships; Consumer Behavior; Perception
Citation
Find at Harvard
Related
Garcia-Rada, Ximena, Mary Steffel, Elanor F. Williams, and Michael I. Norton. "Consumers Value Effort over Ease When Caring for Close Others." Journal of Consumer Research 48, no. 6 (April 2022): 970–990.

Predictable Financial Crises

By: Robin Greenwood, Samuel G. Hanson, Andrei Shleifer and Jakob Ahm Sørensen
  • April 2022 |
  • Article |
  • Journal of Finance
Using historical data on post-war financial crises around the world, we show that crises are substantially predictable. The combination of rapid credit and asset price growth over the prior three years, whether in the nonfinancial business or the household sector, is associated with about a 40% probability of entering a financial crisis within the next three years. This compares with a roughly 7% probability in normal times, when neither credit nor asset price growth has been elevated. Our evidence cuts against the view that financial crises are unpredictable “bolts from the sky” and points toward the Kindleberger-Minsky view that crises are the byproduct of predictable, boom-bust credit cycles. The predictability we document favors macro-financial policies that “lean against the wind” of credit market booms.
Keywords: Financial Crisis; Global Range; Forecasting and Prediction; Mathematical Methods
Citation
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Greenwood, Robin, Samuel G. Hanson, Andrei Shleifer, and Jakob Ahm Sørensen. "Predictable Financial Crises." Journal of Finance 77, no. 2 (April 2022): 863–921.

Inclusive Innovation at Mass General Brigham

By: Katherine Coffman and Olivia Hull
  • March 2022 |
  • Teaching Note |
  • Faculty Research
Teaching Note for HBS Case No. 921-006, “Inclusive Innovation at Mass General Brigham." This case invites students to explore the individual and structural factors that lead to an under-representation of women in male-dominated domains, and to think critically about managerial strategies for addressing gender gaps. The case asks students to consider the challenges of Mass General Brigham (MGB) CEO Anne Klibanski and Chief Innovation Officer Christopher Coburn. While the two leaders have shepherded a great deal of research commercialization at MGB, they recognize that participation among women has lagged. The key questions are why, and what can be done about it. While the case discussion outlined below starts by tackling these questions within the specific context of MGB, the discussion builds to generalizable takeaways and research-backed frameworks for addressing gender gaps across a range of settings.
Keywords: Inclusion; Gender Gap; Gender Inclusivity; Gender; Equality and Inequality; Management Analysis, Tools, and Techniques
Citation
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Coffman, Katherine, and Olivia Hull. "Inclusive Innovation at Mass General Brigham." Harvard Business School Teaching Note 922-014, March 2022.

Social Interactivity in Live Video Experiences Reduces Loneliness

By: Benjamin T. Kaveladze, Robert R. Morris, Rosa Victoria Dimitrova-Gammeltoft, Amit Goldenberg, James J. Gross, Judd Antin, Melissa Sandgren and Melissa C. Thomas-Hunt
  • 2022 |
  • Article |
  • Frontiers in Digital Health
Background: Loneliness, especially when chronic, can substantially reduce one's quality of life. However, positive social experiences might help to break cycles of loneliness by promoting more prosocial cognitions and behaviors. Internet-mediated live video communication platforms (e.g. Zoom and Twitch) may offer an engaging and accessible medium to deliver such social experiences to people at scale. Despite these platforms' widespread use, there is a lack of research into how their socially interactive elements affect users' feelings of loneliness and connection. Objective: We aimed to experimentally evaluate whether socially interactivity in live video experience improves loneliness-related outcomes. Materials and Methods: We recruited participants from an online survey recruitment platform and assigned half to participate in a socially interactive live video experience with 6–12 strangers and the other half to a non-interactive control experience that was designed to be identical in every way but not socially interactive. Participants completed several baseline self-report measures of psychosocial wellbeing, participated in the hour-long video experience (an entertaining astronomy lesson), and then completed some baseline measures again. Four weeks later, we followed up with participants to evaluate their change in trait loneliness since baseline. We Pre-registered our hypotheses and analysis plan and provide our data, analysis code, and study materials online. Results: Two hundred and forty-nine participants completed the initial study and met inclusion criteria, 199 of whom also completed the 4-week follow-up. Consistent with our predictions, we found that directly after the more socially interactive experience, participants' feelings of connectedness increased more (p Conclusions: Including socially interactive components in live video experiences can improve loneliness-related psychosocial outcomes for a short time. Future work should explore leveraging these benefits toward longer-term prosociality. Future work can also identify if the effects we observed generalize across different populations and kinds of online experiences.
Keywords: Lonelines; Social Connection; Internet-mediated Communication; Experiment; Emotions; Well-being; Interpersonal Communication; Internet
Citation
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Kaveladze, Benjamin T., Robert R. Morris, Rosa Victoria Dimitrova-Gammeltoft, Amit Goldenberg, James J. Gross, Judd Antin, Melissa Sandgren, and Melissa C. Thomas-Hunt. "Social Interactivity in Live Video Experiences Reduces Loneliness." Frontiers in Digital Health 4:859849 (2022).

Innovation at Moog Inc.

By: Brian J. Hall, Ashley V. Whillans, Davis Heniford, Dominika Randle and Caroline Witten
  • March 2022 (Revised April 2022) |
  • Case |
  • Faculty Research
This case focuses on the challenges of incentivizing innovation within Moog, an engineering company based in New York state that designs and builds guidance systems for space, air, and land-based travel. The case enables students to grapple with the challenges of using compensation to motivate and incentivize employees to create commercially successful innovations. Thick culture motivates employees to innovate in unique ways that money cannot. Students analyze the ways in which Moog’s unique culture and current incentive systems successfully, and unsuccessfully, drive innovation, considering Moog’s specific challenge of commercializing and scaling innovations. Throughout the discussion, students will understand the ways in which incentivizing innovation is a structurally challenging problem within large companies. Incentivizing innovation differs from incentivizing other types of performance, and students should realize that money alone cannot drive innovation because of the challenges of measuring performance, especially given the long time horizons and the fact that innovation necessarily involves risk and uncertainty.
Keywords: Innovation; Innovation Lab; Innovation Management; Motivation; Incentives; Culture; Compensation; Compensation And Benefits; Scalability; Business Growth and Maturation; Collaborative Innovation and Invention; Independent Innovation and Invention; Innovation and Management; Innovation Leadership; Innovation Strategy; Organizational Culture; Performance Consistency; Performance Effectiveness; Performance Efficiency; Performance Productivity; Performance Evaluation; Creativity; Motivation and Incentives; Aerospace Industry; Transportation Industry; United States
Citation
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Hall, Brian J., Ashley V. Whillans, Davis Heniford, Dominika Randle, and Caroline Witten. "Innovation at Moog Inc. ." Harvard Business School Case 922-040, March 2022. (Revised April 2022.)
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Negotiation, Organizations & Markets Unit
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Baker Library | Bloomberg Center
Soldiers Field
Boston, MA 02163
NOM@hbs.edu

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