By Vijaya Venkataramani, Rellie Derfler-Rozin, Xin Liu, and Jih-Yu Mao

Insecure managers who feel threatened by subordinates who have innovative ideas need incentives to change their behavior.

By Jamie L. Gloor, Tyler Okimoto, Xinxin Li, Brooke Gazdag, and Michelle Ryan

Identifying as an organizational member — or feeling a strong sense of attachment to the organization — is generally a positive thing for employees and employers. But our research on workplace incivility and mistreatment shows that it can also shape when — and if — employees recognize and respond to subtle forms of discrimination against women at work.

By Chris Matts

One of the main strategies to avoid responsibility for delivery, and to avoid risk management of a process is to allow the system to be swamped by work, often shadow work that is not aligned to the…

By John Cutler

Here is one of the most common anti-patterns I see in product work. Leadership dutifully converges on a few equally weighted priority “pillars”. The priority pillars don’t lend themselves to being prioritized against each other as stated (e.g., one relates to new revenue, the other to customer satisfaction, and another to reduce costs). Apples to Oranges. Different teams latch on to different priorities, but they all depend on teams that, in addition to serving those dependencies, also have work linked to top-level priorities (Team D in this diagram).

By Christina Wodtke

Building a Foundation for Success As a leader, you recognize the importance of setting strategic goals that align your team with your company’s vision. Objectives a…

By Randall S. Peterson, Priti Pradhan Shah, Amanda J. Ferguson, and Stephen L. Jones

Managers spend 20% of their time on average managing team conflict. Over the past three decades, the authors have studied thousands of team conflicts around the world and have identified four common patterns of team conflict.