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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
    • March 1, 2023
    • Editorial

    To Overcome Resistance to DEI, Understand What’s Driving It

    By: Eric Shuman, Eric Knowles and Amit Goldenberg

    Employees 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 Goldenberg

    Employees 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...

    • 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 Sutton

    The 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 Sutton

    The 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...

    • March 2023
    • Article

    Giving-by-proxy Triggers Subsequent Charitable Behavior

    By: Samantha Kassirer, Jillian J. Jordan and Maryam Kouchaki

    How 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 Kouchaki

    How 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

By: Kathleen L. McGinn and Julian Zlatev
  • March 2023 |
  • Supplement |
  • Faculty Research
Citation
Purchase
Related
McGinn, Kathleen L., and Julian Zlatev. "Río Curicó Teaching Note: Video Short I." Harvard Business School Multimedia/Video Supplement 923-712, March 2023.

To Overcome Resistance to DEI, Understand What’s Driving It

By: Eric Shuman, Eric Knowles and Amit Goldenberg
  • March 1, 2023 |
  • Editorial |
  • Harvard Business Review (website)
Employees 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.
Keywords: Diversity; Conflict and Resolution; Corporate Social Responsibility and Impact; Employees
Citation
Read Now
Related
Shuman, Eric, Eric Knowles, and Amit Goldenberg. "To Overcome Resistance to DEI, Understand What’s Driving It." Harvard Business Review (website) (March 1, 2023).

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 Sutton
  • March–April 2023 |
  • Article |
  • Harvard Business Review
The 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.
Keywords: Leadership Style; Groups and Teams; Organizational Structure
Citation
Find at Harvard
Register to Read
Related
Greer, Lindy, Francesca Gino, and Robert Sutton. "You Need Two Leadership Gears: Know When to Take Charge and When to Get Out of the Way." Harvard Business Review 101, no. 2 (March–April 2023): 76–85.

Giving-by-proxy Triggers Subsequent Charitable Behavior

By: Samantha Kassirer, Jillian J. Jordan and Maryam Kouchaki
  • March 2023 |
  • Article |
  • Journal of Experimental Social Psychology
How 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.
Keywords: Corporate Social Responsibility and Impact; Philanthropy and Charitable Giving; Behavior
Citation
Read Now
Related
Kassirer, Samantha, Jillian J. Jordan, and Maryam Kouchaki. "Giving-by-proxy Triggers Subsequent Charitable Behavior." Art. 104438. Journal of Experimental Social Psychology 105 (March 2023).

Authentic First Impressions Relate to Interpersonal, Social, and Entrepreneurial Success

By: David M. Markowitz, Maryam Kouchaki, Francesca Gino, Jeffrey T. Hancock and Ryan L. Boyd
  • March 2023 |
  • Article |
  • Social Psychological & Personality Science
This paper examines how verbal authenticity influences person perception. Our work combines human judgments and natural language processing to suggest verbal authenticity is a positive predictor of interpersonal interest (Study 1: 294 dyadic conversations), engagement with speeches (Study 2: 2,655 TED talks), entrepreneurial success (Study 3: 478 Shark Tank pitches), and social media engagements (Studies 4a-c; N = 387,039 Tweets). We find that communicating authenticity is associated with increased interest in and perceived connection to another person, more comments and views for TED talks, receiving a financial investment from investors, and more social media likes and retweets. Our work is among the first to evaluate how authenticity relates to person perception and manifests naturally using verbal data.
Keywords: Authenticity; Impression Formation; Natural Language Processing; First Impressions; Communication; Perception; Success
Citation
Find at Harvard
Related
Markowitz, David M., Maryam Kouchaki, Francesca Gino, Jeffrey T. Hancock, and Ryan L. Boyd. "Authentic First Impressions Relate to Interpersonal, Social, and Entrepreneurial Success." Social Psychological & Personality Science 14, no. 2 (March 2023): 107–116.

SIMmersion: Simulating Crucial Conversations

By: Alison Wood Brooks and Julian Zlatev
  • February 2023 |
  • Teaching Note |
  • Faculty Research
Teaching Note for HBS Case No. 923-040.
Citation
Purchase
Related
Brooks, Alison Wood, and Julian Zlatev. "SIMmersion: Simulating Crucial Conversations." Harvard Business School Teaching Note 923-044, February 2023.

Managing Mistakes

By: Joshua Schwartzstein
  • February 2023 |
  • Module Note |
  • Faculty Research
Citation
Purchase
Related
Schwartzstein, Joshua. "Managing Mistakes." Harvard Business School Module Note 923-035, February 2023.

Sending Signals: Strategic Displays of Warmth and Competence

By: Bushra S. Guenoun and Julian J. Zlatev
  • 2023 |
  • Working Paper |
  • Faculty Research
Using a combination of exploratory and confirmatory approaches, this research examines how people signal important information about themselves to others. We first train machine learning models to assess the use of warmth and competence impression management strategies in text data. Then, we evaluate whether these signals actually lead to higher warmth and competence perceptions among observers. Guided by these analyses, we generate hypotheses about how individuals present themselves as warm and competent, which we subsequently test in a new dataset. This process allows us to descriptively examine the effective and ineffective strategies people use to manage impressions, providing evidence for the existence of both novel and previously identified tactics. We end by discussing theoretical and practical implications of our findings and highlighting the benefits of an exploratory approach to using natural language processing to examine psychological phenomena.
Keywords: AI and Machine Learning; Personal Characteristics; Perception; Interpersonal Communication
Citation
Read Now
Related
Guenoun, Bushra S., and Julian J. Zlatev. "Sending Signals: Strategic Displays of Warmth and Competence." Harvard Business School Working Paper, No. 23-051, February 2023.
More Publications

In the News

    • 16 Mar 2023
    • Insead Knowledge

    Bringing DEI into the Core of Our Institutions

    Re: Michael Norton
    • 01 Mar 2023
    • Harvard Business Review

    To Overcome Resistance to DEI, Understand What’s Driving It

    By: Amit Goldenberg
    • 22 Feb 2023
    • WBZ

    World's Largest 4-Day Workweek Trial Proves To Be A Success

    Re: Ashley Whillans
→More Faculty News

HBS Working Knowledge

    • 21 Feb 2023

    Are Your Employees Passing Up Incentives? Try Promoting the Programs More

    Re: Leslie K. John
    • 10 Feb 2023

    COVID-19 Lessons: Social Media Can Nudge More People to Get Vaccinated

    Re: Michael Luca
    • 31 Jan 2023

    Addressing Racial Discrimination on Airbnb

    Re: Michael Luca
→More Working Knowledge Articles

Harvard Business Publishing

    • April 2014
    • Article

    15 Rules for Negotiating a Job Offer

    By: Deepak Malhotra
    • February 2023
    • Case

    SIMmersion: Simulating Crucial Conversations

    By: Alison Wood Brooks, Julian Zlatev and F Katelynn Boland
    • 2020
    • Book

    Time Smart: How to Reclaim Your Time and Live a Happier Life

    By: A.V. Whillans
→More Harvard Business Publishing

Seminars & Conferences

Mar 22
  • 22 Mar 2023

Emily Falk, U Penn

Negotiation, Organizations & Markets (NOM) Seminar
→More Seminars & Conferences

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.
→Learn More

Contact Information

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

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Soldiers Field
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