Podcasts about management journal

In this episode of The Ethics Experts, Gio welcomes Guido Palazzo.Guido Palazzo is a professor of business ethics at the University of Lausanne in Switzerland and a sought-after adviser on ethics and compliance. His work has been published in leading management journals such as the Academy of Management Review and the Academy of Management Journal. Guido, along with Ulrich Hoffrage, authored the book The Dark Pattern - The Hidden Dynamics of Corporate Scandals. The book is set to release on June 3rd, 2025. In the book, Guido and Ulrich reveal why good people in organizations do bad things and how entire organizations can fall off a moral cliff.Connect with Guido on LinkedIn: https://www.linkedin.com/in/guidopalazzo-/Learn more about the book and order: https://guidopalazzo.com/book-project/

For this episode of the Gateway, we are excited to welcome Dr. Mahesh Subramony. Mahesh is a Presidential Research Professor and Professor of Management at Northern Illinois University in USA. His research program is currently dedicated to understanding how frontline workers are being affected by a perfect storm of social, economic, ecological, and technological forces; and how service-work can be positively transformed to benefit workers, customers, organizations, and the society-at-large. Mahesh's scholarly publications have appeared in leading business journals including, Journal of Applied Psychology, Journal of Management, Journal of Organizational Behavior, Academy of Management Journal, Human Resource Management, and the Journal of Service Research. He is on the editorial boards of prominent journals including Human Resource Management, Human Resource Management Journal, Journal of Organizational Behavior, and Journal of Business and Psychology; and has served as associate editor for Journal of Business Research, Journal of Service Management, and the Journal of Service Research.

Episode 214: Turning Curiosity Into a Competitive AdvantageIn this episode, Dr. Janel Anderson explores the often underestimated power of curiosity in the workplace. Drawing inspiration from the inquisitive primate the marmoset, she explains how cultivating curiosity leads to innovation, deeper relationships, and increased team performance. Citing research from Harvard and the Academy of Management Journal, Dr. Anderson outlines the competitive advantages of curiosity, from reducing confirmation bias to enhancing collaboration and feedback. She offers practical strategies to spark and reward curiosity at work, showing how curiosity can be a powerful tool for adaptation, resilience, and trust. Regardless of your role or organization, this episode demonstrates why curiosity is essential for future success.Find show notes at https://janelanderson.com/214

Elon Musk's hiring strategy goes against conventional wisdom—he asks just two questions and relies on gut instinct. But does it actually work? Today, Prof. Gerd Gigerenzer reveals why Musk's method might be smarter than traditional hiring processes and explores the psychology behind better decision-making. You'll learn: Why Musk's hiring heuristic could outperform complex selection methods (feat. insights from Gerd Gigerenzer). How experienced managers naturally use heuristics to make better hiring decisions. The surprising downside of having multiple interviewers (feat. findings from a 2014 hiring study). A smarter way to assess job candidates (that goes beyond endless questions). ---- Download the Reading List: https://nudge.kit.com/readinglist Sign up to my newsletter: https://www.nudgepodcast.com/mailing-list  Connect on LinkedIn: https://www.linkedin.com/in/phill-agnew-22213187/  Watch Nudge on YouTube: https://www.youtube.com/@nudgepodcast/ Gerd's book Smart Management: https://mitpress.mit.edu/9780262548014/smart-management/ ---- Sources:  Reb, J., Luan, S., & Gigerenzer, G. (2024). Smart management: How simple heuristics help leaders make good decisions in an uncertain world. The MIT Press. Luan, S., Reb, J., & Gigerenzer, G. (2019). Ecological rationality: Fast-and-frugal heuristics for managerial decision making under uncertainty. Academy of Management Journal, 62(6).  Fific, M., & Gigerenzer, G. (2014). Are two interviewers better than one? Journal of Business Research, 67(8), 1771–1779.

In this Episode: Dr. Jeremy Lucabaugh, Tom Bradshaw, Dr. Deborah Peck, Lee Crowson, Dr. Emi Barresi, Nic Krueger, LindaAnn Rogers, Alexander Abney-King   I/O Job Hunt Course: https://www.seboc.com/job Visit us https://www.seboc.com/ Follow us on LinkedIn: https://bit.ly/sebocLI Join an open-mic event: https://www.seboc.com/events   References: Hamner, C., Luthans, F., & Krietner, R. (2015). Operant behavior and organizational behavior modification. In Organizational Behavior (pp. 114-133). Routledge.   Stajkovic, A. D., & Luthans, F. (1997). A meta-analysis of the effects of organizational behavior modification on task performance, 1975–95. Academy of Management Journal, 40(5), 1122-1149.

The guest this episode is Winnie Jiang, Assistant Professor of Organisational Behaviour at INSEAD. I talk with Winnie about her recent paper in AMJ that explores how entrepreneurs manage identity conflicts as they attempt to be a “boss” despite coming from humble beginnings. We discuss the emotional work necessary to become a successful entrepreneur and how policy makers and mentors can best support aspiring entrepreneurs.   Jiang, W. Y., Zhao-Ding, A., & Qi, S. 2025. Breaking Free or Locking In: How Socially Disadvantaged Individuals Achieve or Reject an Aspired Identity in an Entrepreneurial Context. Academy of Management Journal, 68(1): 162-190. https://journals.aom.org/doi/abs/10.5465/amj.2022.1104

In this episode, I chat with Martin Kilduff, Professor of Organizational Behavior at UCL, about his latest AMJ paper on workplace rivalries. We break down how rivalries form in social networks, why they push people to compete harder (for better or worse), and what that means for careers. Who's your biggest rival? And is that a good thing? Let's find out!   Kilduff, M., Wang, K., Lee, S. Y., Tsai, W., Chuang, Y.-T., & Tsai, F.-S. 2024. Hiding and Seeking Knowledge-Providing Ties from Rivals: A Strategic Perspective on Network Perceptions. Academy of Management Journal, 67(5): 1207-1233. https://doi.org/10.5465/amj.2022.0091

In this episode, Julia speaks with Nora Madjar, a researcher and professor specialising in creativity, negotiation, and team dynamics, about the impact of hostile environments on women's leadership styles. Nora explores how environments of resistance and criticism can destabilise women leaders, often leading them to stray from their natural strengths of collaboration, creativity, and empathy. "When women step back, observe, and use their innate skills of collaboration and perspective-taking, they create win-win outcomes that redefine success in even the most challenging environments," said Nora. Nora delves into the unique skills women bring to negotiation, emphasising the power of incremental innovation and soft influence. She shares insights on leveraging flexibility and adaptability, facilitating team contributions, and empowering others to thrive. Listen to this episode to understand how women can translate their essence into action to lead effectively, even when facing resistance and criticism. About the Guest: Nora Madjar is an Associate Dean for Undergraduate Programs at the University of Connecticut School of Business. She received her Ph. D. in Business Administration from the University of Illinois, Champaign-Urbana. She was also a Fulbright Scholar in Bulgaria in 2011. Her main expertise is creativity in the workplace and her research examines the social and contextual factors that stimulate or hinder creative performance and what stimulates creativity in negotiations. Her scholarly work also explores different ways to structure jobs to facilitate creative work and facilitate the creative process. She has multiple articles on creativity published in the Journal of Applied Psychology, Journal of Management and Academy of Management Journal, among others. Professor Madjar teaches courses in organizational behaviour, managing creativity and innovation and negotiations for both undergraduate and MBA students.

Elizabeth Umphress is a professor of management at the University of Washington where she researches ethical decision making and organizational justice. She has been published in the top management journals, including the Academy of Management Journal and Organization Science. In this episode we discuss the following: As a PhD student studying unethical behavior, Elizabeth found herself lying to prospective professors about the crime rate in Tulane. She then realized she was doing this to help the school, which prompted her to study unethical pro-organizational behaviors…lies we tell or unethical behaviors we engage in to help or our organizations. Elizabeth found that we're especially prone to engage in unethical pro-organizational behaviors when we strongly identify with our organization. To combat this behavior, Elizabeth suggests that we think about other stakeholders who may be harmed by our behavior.   Connect on Social Media: X: https://twitter.com/nate_meikle LinkedIn: https://www.linkedin.com/in/natemeikle/ Instagram: https://www.instagram.com/nate_meikle/ Youtube: https://www.youtube.com/@nate.meikle  

Where do you draw the line between work and play when it comes to office friendships? It's hard to make friends as adults, so it's no wonder we get excited when we discover a coworker we genuinely click with. Lots of research supports the benefits of workplace friendships. These relationships are key to job success, and employees with work friends are more likely to get engaged and innovate, be more productive, and genuinely enjoy their time. Most of us know that making friends at work also comes with unique challenges, and keeping those potential pitfalls in mind can help you build deeper friendships that last while also keeping your career on track. In this episode, I cover some issues that could crop up and explore how we can navigate them as we nurture those cherished office friendships.Check out these helpful tips for making the most of your workplace friendships:Two tips to keep your work friendships working;The research on the shifting power dynamics of being friends with your boss;How to maintain your integrity and your friendships as a leader, for the sake of your team, your organization, and your career.Related Links:Episode 329, Female Friendships: Why We Need Them and How to Keep Them - https://www.bossedup.org/podcast/episode329Episode 458, Establishing Your Personal and Professional Network in a New City - https://www.bossedup.org/podcast/episode458Stuff Mom Never Told You Episode 105, Can We Be Friends? - https://www.iheart.com/podcast/105-stuff-mom-never-told-you-21123631/episode/can-we-be-friends-30231271/That Moment When One Friend Is Promoted—And The Other Is Not, Forbes - https://www.forbes.com/sites/markcperna/2020/07/01/that-moment-when-one-friend-is-promoted-and-the-other-is-not/Does Organizational Cronyism Lead to Lower Employee Performance?, Frontiers in Psychology - https://pmc.ncbi.nlm.nih.gov/articles/PMC7566910/Cronyism and Nepotism Are Bad for Everyone: The Research Evidence, Cambridge University - https://www.cambridge.org/core/journals/industrial-and-organizational-psychology/article/abs/cronyism-and-nepotism-are-bad-for-everyone-the-research-evidence/7EED4D042812470B60D0312008DBA438Workplace Friendships: the Double-Edged Sword, London School of Economics - https://blogs.lse.ac.uk/businessreview/2023/02/13/workplace-friendships-the-double-edged-sword/What to Do When You Become Your Friend's Boss, Harvard Business Review - https://hbr.org/2020/09/what-to-do-when-you-become-your-friends-bossFriends Without Benefits: Understanding the Dark Sides of Workplace Friendship, Academy of Management Review - https://www.researchgate.net/profile/Julianna-Pillemer/publication/323220675_Friends_Without_Benefits_Understanding_the_Dark_Sides_of_Workplace_Friendship/links/5b79f5cb4585151fd121920c/Friends-Without-Benefits-Understanding-the-Dark-Sides-of-Workplace-Friendship.pdfThe Limits To Workplace Friendship: Managerialist HRM and Bystander Behaviour In the Context of Workplace Bullying, APA Psych Net - https://psycnet.apa.org/record/2011-09564-005Gossip in Evolutionary Perspective, Review of General Psychology - https://journals.sagepub.com/doi/10.1037/1089-2680.8.2.100Are Workplace Friendships a Mixed Blessing? Exploring Tradeoffs of Multiplex Relationships and their Associations with Job Performance, Personnel Psychology - https://onlinelibrary.wiley.com/doi/abs/10.1111/peps.12109Social Undermining in the Workplace, Academy of Management Journal - https://www.researchgate.net/publication/257307370_Social_Undermining_in_the_WorkplaceCrossing The Line: Boundaries of Workplace Humour and Fun, Employee Relations - https://www.emerald.com/insight/content/doi/10.1108/01425450910991749/full/html?casa_token=CIojz70WmukAAAAA:3I1KGNeHRpiD8ugwn0KmCazvPn3zWPniNAUtGyOp_2F4xkU83TE-1u0c8-c3XKM63LealAcq7FBud5toouq88q6U2ehi3_m_iVitDbj1wZ0yDlbP0UD3Why work friendships are critical for long-term happiness, CNBC - https://www.cnbc.com/2018/11/13/why-work-friendships-are-critical-for-long-term-happiness.htmlShould You Be Friends With Your Boss?, Forbes - https://www.forbes.com/sites/juliawuench/2021/09/06/should-you-be-friends-with-your-boss/The Increasing Importance of a Best Friend at Work - https://www.gallup.com/workplace/397058/increasing-importance-best-friend-work.aspxFrom BFF to Your Boss, ResumeLab - https://resumelab.com/career-advice/from-friend-to-bossLEVEL UP: a Leadership Accelerator for Women on the Rise - https://www.bossedup.org/levelupBossed Up Courage Community - https://www.facebook.com/groups/927776673968737/Bossed Up LinkedIn Group - https://www.linkedin.com/groups/7071888/

When Kim Clark was completing research for his doctoral dissertation, he compared two nearly identical cement plants located five miles apart. As an economist, he couldn't pinpoint why one plant was 70% more productive than the other. Determined to solve the mystery, he visited both plants and quickly found the answer: the more productive plant had a flat hierarchy and a collegial culture.  Kim, Jonathan, and Erin Clark are co-authors of the book Leading Through, which explores the transition from traditional leadership models to a more human-centered approach that integrates the soul, heart, and mind to create thriving organizations. In this episode, Dart, Kim, Jon, and Erin discuss:- Morality in business- The “power-over” paradigm that humans default to - Decoupling leadership from hierarchies - A new paradigm of leadership called “leading through”- How to activate the soul, heart, and mind in leadership- Using modularity to lead through work- And other topics…Kim, Jonathan, and Erin Clark are co-authors of the book Leading Through, which explores the transition from traditional leadership models to a more human-centered approach that integrates the soul, heart, and mind to create thriving organizations. Kim Clark is the NAC Distinguished Professor of Management at the BYU Marriott School of Business and former President of BYU-Idaho. He is also the former Dean of Faculty of the Harvard Business School. Within his roles, Kim focuses on the role of leaders in creating outstanding performance, modularity in design, and the interaction of technological change and competition in industry evolution. Jonathan Clark is an associate professor of management at UT San Antonio. Prior to UT, he served as executive director of the Master of Health Administration program at Penn State. His research has been published in the Academy of Management Journal, Health Affairs, and Leadership Quarterly, among others. Erin Clark is a managing director with Deloitte Consulting's Human Capital practice, where she specializes in helping clients improve performance, drive change, and create sustainable advantages through people. With over two decades of experience advising clients across industries, she believes strongly in the work of leadership to activate and unleash human potential. Resources mentioned:Leaning Through, by Kim, Jonathan, and Erin Clark: https://www.amazon.com/Leading-Through-Activating-Heart-Leadership-ebook/dp/B0CT49ZG1K Humanocracy, by Gary Hamel: https://www.amazon.com/Humanocracy-Creating-Organizations-Amazing-People-ebook/dp/B07B9HFSHX Connect with the Clark family:www.leadingthrough.co Kim Clark LinkedIn: https://www.linkedin.com/in/kim-b-clark-19664920a/Jonathan Clark LinkedIn: https://www.linkedin.com/in/jonathan-clark-3734616/ Erin Clark LinkedIn: https://www.linkedin.com/in/erineliseclark/   Work with Dart:Dart is the CEO and co-founder of the work design firm 11fold. Build work that makes employees feel alive, connected to their work, and focused on what's most important to the business. Book a call at 11fold.com.

Pour recevoir ma série d'emails "Le Nouveau Management", clique ici : RECEVOIR LA SERIELe catalogue des formactions ODM : CatalogueDans cet épisode, je reviens sur le meilleur outil de management : le 1 à 1. Si son utilisation se démocratise (ce qui me réjouit !), je vois trop souvent des individus qui, en cherchant à l'adapter à leur situation... en perte tous les bénéfices. Au programme : - Pourquoi le 1 à 1 est un rendez-vous hebdomadaire - Pourquoi il faut suivre des règles précises lors du 1 à 1 - Comment faire évoluer ces 1 à 1 pour obtenir l'autonomie de tes collaborateurs - Pourquoi le 1 à 1 seul ne fonctionnera pasHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Dr. Michele Gelfand is a cultural psychologist and author of Rule Makers, Rule Breakers. She joins us to discusses how “tight” and “loose” cultures shape societies. Tight cultures, like Japan's, respond to threats with strict rules and order, while looser ones, like the U.S., allow greater flexibility. Gelfand suggests a balanced “Goldilocks” approach, adjusting strictness and flexibility to suit each environment's needs, from families to organizations. She also explores online accountability, recommending "nudges" to promote civility, and sees AI as a potential tool for managing biases and promoting understanding.     Guest Bio Michele Gelfand is a Professor of Organizational Behavior at the Stanford Graduate School of Business and Professor of Psychology by Courtesy at Stanford University. Gelfand uses field, experimental, computational, and neuroscience methods to understand the evolution of culture--as well as its multilevel consequences for human groups. Her work has been cited over 20,000 times and has been featured in the Washington Post, the New York Times, the Boston Globe, National Public Radio, Voice of America, Fox News, NBC News, ABC News, The Economist, De Standard, among other outlets.   Gelfand has published her work in many scientific outlets such as Science, the Proceedings of the National Academy of Sciences, Proceedings of the Royal Society B, Psychological Science, Nature Scientific Reports, PLOS 1, the Journal of Personality and Social Psychology, Organizational Behavior and Human Decision Processes, Academy of Management Review, Academy of Management Journal, Research in Organizational Behavior, Journal of Applied Psychology, Annual Review of Psychology, American Psychologist, Journal of Cross-Cultural Psychology, Current Opinion in Psychology, among others. She has received over 13 million dollars in research funding from the National Science Foundation, Department of Defense, and the FBI.   As a native New Yorker, Michele is now a California transplant. She is married to Todd Betke and has two daughters, Jeanette and Hannah, two birds (Bonnie and Theo) and a Portuguese water dog, Pepper.     Show Notes (1:47) What is culture? (4:08) The age that we start learning norms (10:01) What makes a person or nation a tight versus a loose culture (15:12) How the movement of people affect looseness and tightness dynamics (17:57) How changes in attitudes occur (20:59) Tightness doesn't mean a lack of creativity (24:26) The Goldilocks Approach (30:49) Avoiding becoming too tight or too loose (32:55) Applying the Goldilocks Approach on social media (35:56) The disrupting force technology can have on loose and tight cultures (38:19) AI's ability to understand culture (41:11) What's next for Dr. Michele Gelfand (45:00) How to follow Michele's work     Links Referenced Values, Political Action, and Change in the Middle East and the Arab Spring: https://www.amazon.com/Values-Political-Action-Change-Middle/dp/019026909X Rule Makers, Rule Breakers: How Tight and Loose Cultures Wire Our World: https://www.amazon.com/Rule-Makers-Breakers-Tight-Cultures/dp/1501152939 Personal website: michelegelfand.com  

In this episode, we explore the critical role of vulnerability in effective leadership. Drawing on studies from Harvard Business Review and the Academy of Management Journal, we highlight how vulnerability can enhance trust, collaboration, and bottom-line results. Through real-world stories and experiences, we discuss the transformation that occurs in teams when leaders openly share their intentions, admit mistakes, and embrace innovation. We also delve into the misconceptions around vulnerability, outlining its benefits in fostering creativity, authentic leadership, and organisational resilience. We challenge leaders to start incorporating vulnerability into their interactions.Episode Highlights:00:30 The Power of Vulnerability in Leadership01:25 Building Trust Through Vulnerability04:40 Vulnerability and Innovation06:44 Resilience Through Vulnerability09:24 Authentic Leadership and Employee Engagement16:06 Practical Tips for Embracing VulnerabilityUseful Links:Get in touch with us at info@peopleleaders.com.auPeople Leaders Website - https://peopleleaders.com.au/People Leaders on LinkedIn - https://www.linkedin.com/company/people-leaders-pty-ltd/Connect with Jan Terkelsen on LinkedIn - https://www.linkedin.com/in/janterkelsen/Connect with Michelle Terkelsen on LinkedIn - https://www.linkedin.com/in/michelle-terkelsen-creating-high-performing-teams-a992744/Follow us on Instagram - https://www.instagram.com/people.leaders

Sign Up For The Newsletter: https://jonathanraymond.com/#newsletter On today's episode of Good Authority, Jonathan sits down with Wendy Smith, the renowned author of Both/And Thinking, to delve into the traps of either-or thinking that affect our decision-making, relationships, and even political discourse. Wendy shares insights from her journey as a self-proclaimed "uncertain academic," exploring how embracing ambiguity and conflicting forces can become powerful tools in both personal and professional contexts. Together, they discuss why a “both/and” mindset is crucial for fostering understanding and avoiding the polarization that often stems from black-and-white thinking. Wendy explains how our natural comfort with certainty and simplicity can often limit our creativity, while a more expansive approach can help us see opposing ideas as interconnected rather than mutually exclusive. Throughout the episode, Jonathan and Wendy also examine how this mindset can aid leaders in guiding teams through complex challenges by balancing diverse perspectives, allowing them to navigate seemingly contradictory goals more effectively. Key takeaways from this episode are the value of embracing ambiguity to foster growth and creativity, practical methods for moving beyond polarizing perspectives, and strategies for leaders to guide teams through complex, contradictory challenges. Wendy Smith earned her Ph.D. in organizational behavior at Harvard Business School, and is currently a professor of management at the Alfred Lerner College of Business & Economics and Co-director of the Women's Leadership Initiative at the University of Delaware. Wendy's research focuses on strategic paradoxes – how leaders and senior teams effectively respond to contradictory agendas. She studies how organizations and their leaders simultaneously explore new possibilities while exploiting existing competencies, and how social enterprises simultaneously attend to social missions and financial goals. Her research has been published in journals such as Academy of Management Journal, Academy of Management Review, Administrative Science Quarterly, Harvard Business Review, Organization Science and Management Science. In 2018, she won the University of Delaware's first Mid-Career Excellence in Scholarship Award. In 2015, she won the Lerner College Outstanding Scholar Award. Wendy teaches leadership, organizational behavior and business ethics. She has taught MBAs and undergraduates at University of Delaware, Harvard and University of Pennsylvania – Wharton. Wendy was awarded the University of Delaware MBA Teaching Award in 2016. Wendy has also taught executive and senior leadership teams how to manage interpersonal dynamics, emotional intelligence, high performing teams, organizational change and innovation, managing in times of crisis, and managing strategic paradoxes. Connect with Wendy: https://bothandthinking.net/ ⁠⁠⁠⁠Try Ren, our AI Accountability Platform: https://rencoach.com/ Get the FREE Good Authority Audiobook: https://jonathanraymond.com/audiobook/ Instagram: https://www.instagram.com/agoodauthority

Editorials are spaces in journals where the key stewards of the field leave advice for others about what type of research the journals they lead are looking to publish. We discuss some of our favorite editorials and dissect the advice to dish out for finding important research problems, theorizing effectively, and writing persuasively. References Rai, A. (2016). Celebrating 40 Years of MIS Quarterly: MISQ's History and Future Through the Lenses of its Editors-in-Chief. MIS Quarterly, 40(4), iii-xvi. Lee, A. S. (2001). Editor's Comments: Research in Information Systems: What We Haven't Learned. MIS Quarterly, 25(4), v-xv. Saunders, C. (2005). Editor's Comments: Looking for Diamond Cutters. MIS Quarterly, 29(1), iii-viii. Rai, A. (2017). Editor's Comments: Avoiding Type III Errors: Formulating IS Research Problems that Matter. MIS Quarterly, 41(2), iii-vii. Weber, R. (2003). Editor's Comments: The Problem of the Problem. MIS Quarterly, 27(1), iii-ix. Berente, N., Gu, B., Recker, J., & Santhanam, R. (2021). Managing Artificial Intelligence. MIS Quarterly, 45(3), 1433-1450. Dietvorst, B. J., Simmons, J. P., & Massey, C. (2015). Understanding Algorithm Aversion: Forecasters Erroneously Avoid Algorithms After Seeing them Err. Journal of Experimental Psychology: General, 144(1), 114-126. Jussupow, E., Benbasat, I., & Heinzl, A. (2024). An Integrative Perspective on Algorithm Aversion and Appreciation in Decision-Making. MIS Quarterly, . Li, J., Li, M., Wang, X., & Thatcher, J. B. (2021). Strategic Directions for AI: The Role of CIOs and Boards of Directors. MIS Quarterly, 45(3), 1603-1643. Sparrowe, R. T., & Mayer, K. J. (2011). Publishing in AMJ—Part 4: Grounding Hypotheses. Academy of Management Journal, 54(6), 1098-1102. Straub, D. W. (2009). Editor's Comments: Why Top Journals Accept Your Paper. MIS Quarterly, 33(3), iii-x.

This episode, I speak with Devin Rapp who is an Assistant Professor of Management at Fowler College of Business at San Diego State University. In our conversation, I talk with Devin about his recent paper in AMJ about Dirty Heroes - people who work in stigmatized jobs but are also publicly celebrated. The paper explores how workers manage perceptions of stigma, a very negative social evaluation, alongside celebration, a very positive social evaluation. We discuss the complex nature of doing stigmatized work and how making heroes of people who do these jobs can sometimes lead to unintended consequences. I also ask Devin how we can properly celebrate people who do the difficult, but necessary work in our society.   Paper: Rapp, D. J., Hughey, J. M., & Kreiner, G. E. 2024. Dirty Heroes? Healthcare Workers' Experience of Mixed Social Evaluations during the Pandemic. Academy of Management Journal, 67(4): 1124-1157. https://journals.aom.org/doi/abs/10.5465/amj.2022.0502 

Employees and candidates consistently value pay transparency, but before HR leaders alter their rewards strategies to meet these expectations, they must first consider their holistic impact on the organization. Peter Bamberger, Professor at Tel Aviv University's Coller School of Management and author of “Exposing Pay,” joins the Talent Angle to detail what pay transparency means for employers, employees and society. He shares the history of the pay transparency movement and relevant academic research to explain how a culture of transparency impacts outcomes like pay equity and productivity. He argues that organizations should ultimately pursue a path toward more transparency.   Peter A. Bamberger is the Domberger Professor of Management at Tel Aviv University's Coller School of Management, and Research Director of Cornell's Smithers Institute. His research examines rewards management, teamwork and employee well-being. Author of several books including “Human Resource Strategy” and “Exposing Pay,” Peter has published over 100 refereed journal articles. An elected Fellow of the Society of Industrial and Organizational Psychology and the Academy of Management, he served as an associate editor of Academy of Management Journal, and editor-in-chief of Academy of Management Discoveries. Peter currently serves as president-elect of the Academy of Management.   Caroline Walsh is a vice president in Gartner's HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor's degree in East Asian studies from Columbia University and a master's degree in public affairs from Princeton University.

A lot changes when you retire. That can be daunting, but it also presents valuable opportunities. It gives you a window to recreate a new approach to life now that you'll have the time and freedom to pursue what you'd like to do. Teresa Amabile, co-author of the new book Retiring: Creating a Life That Works for You, joins us to discuss the key lessons from over 200 interviews with 120 people and their experiences in retiring. Teresa Amabile joins us from Massachusetts. _____________________ Bio Teresa Amabile is the Edsel Bryant Ford Professor of Business Administration, Emerita and a Director of Research at Harvard Business School. Originally educated as a chemist, Teresa received her doctorate in psychology from Stanford University. She studies how everyday life inside organizations can influence people and their performance. Teresa's research encompasses creativity, productivity, innovation, and inner work life - the confluence of emotions, perceptions, and motivation that people experience as they react to events at work. Teresa's work has earned several awards: the Lifetime Achievement Award from the Academy of Management's OB Division (2018); the Distinguished Scholar Award from the Society for Personality and Social Psychology (2017); the Lifetime Achievement Award from the Israel Organizational Behavior Conference (2018); the Center for Creative Leadership Best Paper Award (in Leadership Quarterly) (2005); and the Torrance Award from the National Association for Gifted Children (1998). In 2020, she was named one of the top 50 scholars, by citation count, in business/management (PLOS Biology). She has presented her theories, research results, and practical implications to various groups in business, government, and education, including Apple, IDEO, Procter & Gamble, Roche Pharma, Genentech, TEDx Atlanta, the Society for Human Resource Management, Pfizer, and the World Economic Forum. In addition to participating in various executive programs at Harvard Business School, she created the MBA course Managing for Creativity, and has taught several courses to first-year MBA students. Teresa was the host/instructor of Against All Odds: Inside Statistics, a 26-part instructional series originally produced for broadcast on PBS. She was a director of Seaman Corporation for 25 years, and has served on the boards of other organizations. Teresa's discoveries appear in her book, The Progress Principle: Using Small Wins to Ignite Joy, Engagement, and Creativity at Work. The book, based on research into nearly 12,000 daily diary entries from over 200 professionals inside organizations, illuminates how everyday events at work can impact employee engagement and creative productivity. Published in August 2011 by Harvard Business Review Press, the book is co-authored with Teresa's husband and collaborator, Steven Kramer, Ph.D. Her other books include Creativity in Context and Growing Up Creative. Teresa has published over 100 scholarly articles and chapters, in outlets including top journals in psychology (such as Journal of Personality and Social Psychology and American Psychologist) and in management (Administrative Science Quarterly, Academy of Management Journal). She is also the author of The Work Preference Inventory and KEYS to Creativity and Innovation. Teresa has used insights from her research in working with various groups in business, government, and education, including Procter & Gamble, Novartis International AG, Motorola, IDEO, and the Creative Education Foundation. ___________________ For More on Teresa Amabile Retiring: Creating a Life That Works for You  by Teresa M. Amabile , Lotte Bailyn, Marcy Crary , Douglas T. Hall  and Kathy E. Kram ___________________ Podcast Episodes You May Like Edit Your Life – Elisabeth Sharp McKetta The Balancing Act in Retirement – Stew Friedman Retirement Rookies – Stephen & Karen Kreider Yoder

To kick off the 4th season, I have two esteemed guests this episode, Tim Kundro and Nancy Rothbard, co-authors of the 'Best Paper' published in AMJ in 2023.  In our conversation, we talk we talk about Tim and Nancy's recent award winning paper recently published in AMJ which explores how power can protect moral objectors in organizations, but shows that this protection operates differently for men versus women. We discuss how the importance o morality in organizational leaders and whether modern corporations are structured to be “amoral”.  Check out the post-credit scene to hear Nancy tell the story about her lived experience at the Best Paper Award announcement event this summer in Chicago.    Guests: Tim Kundro, Assistant Professor of Organizational Behavior at Kenan-Flagler Business School at U of North Carolina.  Nancy Rothbard, David Pottruck Professor at The Wharton School at the U of Pennsylvania.   Paper: Kundro, T. G. & Rothbard, N. P. 2023. Does Power Protect Female Moral Objectors? How and When Moral Objectors' Gender, Power, and Use of Organizational Frames Influence Perceived Self-Control and Experienced Retaliation. Academy of Management Journal, 66(1): 306-334. https://journals.aom.org/doi/full/10.5465/amj.2019.1383

In this episode with Anna Kim, we discuss some principles around doing fieldwork with respect, especially in settings and populations with low economic resources. Our conversation focuses on how we approach such places and people in ways that declutter our cultural assumptions and appreciate them in their own terms, or closer to that, thus potentially generating more appropriate and impactful insights.   Anna Kim is an Associate Professor in Management for Sustainability and Peter Brojde Faculty Scholar in Entrepreneurship at the Desautels Faculty of Management, McGill University. She holds a Ph.D. in management studies from the University of Cambridge. Before her academic career, Anna worked for Oxfam International and other international development agencies. Her research interests include organizing for sustainability, social entrepreneurship, and linguistic inclusiveness in organizations. She has explored such topics through ethnographic and qualitative studies in various places, many characterized by resource constraints. These include tea and coffee producer organizations in Kenya, Uganda, Tanzania, and Nepal, as well as start-ups in post-industrial Detroit.   Further information Koo, E. J. & Kim, A. (2024) "Linguistic Inclusiveness in Organizations: A Russophone Bank in Post-Soviet Kazakhstan.” Academy of Management Journal, doi: 10.5465/amj.2020.1226. Kim, S. & Kim, A. (2022) "Going viral or growing like an oak tree? Towards sustainable local development through entrepreneurship." Academy of Management Journal, 65 (5): 1709–1746. Kim, A., Bansal, P., & Haugh, H. (2019) “No time like the present: How a present time perspective can foster sustainable development.” Academy of Management Journal, 62 (2): 607–634.

Social loafing is a phenomenon that is becoming more prevalent in today's workplace. In this episode, I discuss social loafing and provide mitigating tips.ReferencesAggarwal, P., & O'Brien, C. L. (2008). Social loafing on group projects: Structural antecedents and effect on student satisfaction. Journal of Marketing Education, 30(3), 255-264.Alnuaimi, O. A., Robert, L. P., & Maruping, L. M. (2010). Team size, dispersion, and social loafing in technology-supported teams: A perspective on the theory of moral disengagement. Journal of Management Information Systems, 27(1), 203-230.Bennett, N., & Naumann, S. E. (2005). Understanding and preventing shirking, job neglect, social loafing, and free riding. In R. E. Kidwell& C. L. Martin (Eds.), Managing Organizational Deviance (Vol. 1, pp. 113–130). Sage. Chidambaram, L., & Tung, L. L. (2015). Is out of sight, out of mind? An empirical study of social loafing in technology-supported groups. Information Systems Research, 16(2), 149-168.George, J. M. (1992). Extrinsic and intrinsic origins of perceived social loafing in organizations. Academy of Management Journal, 35(1), 191–202. Jia, H., Jia, R., & Karau, S. (2019). Cyberloafing and personality: The impact of the Big Five traits and workplace situational factors. Journal of Leadership & Organizational Studies, 20(3), 258-279.Karau, S. J., & Williams, K. D. (2021). Social loafing: A meta-analytic review and theoretical integration. Journal of Personality and Social Psychology, 65(4), 681-706.Liden, R. C., Wayne, S. J., Jaworski, R. A., & Bennett, N. (2014). Social loafing: A field investigation. Journal of Management, 30(2), 285-304.Monzani, L., Ripoll, P., Peir., J. M., & Van Dick, R. (2014). Loafing in the digital age: The role of computer mediated communication in the relation between perceived loafing and group affective outcomes. Computers in Human Behavior, 33, 279–285. Mulvey, P. W., & Klein, H. J. (1998). The impact of perceived loafing and collective efficacy on group goal processes and group performance. Organizational Behavior and Human Decision Processes, 74(1), 62–87.Pearsall, M. J., Christian, M. S., & Ellis, A. P. J. (2010). Motivating interdependent teams: Individual rewards, shared rewards, or something in between? Journal of Applied Psychology, 95(1), 183–191. Price, K. H., Harrison, D. A., & Gavin, J. H. (2006). Withholding inputs in team contexts: Member composition, interaction processes, evaluation structure, and social loafing. Journal of Applied Psychology, 91(6), 1375–1384.  

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society.Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021 and 2023; she also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017. She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Edmondson's latest book, Right Kind of Wrong (Atria), builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. First published in the US and in the UK (Penguin) in September, 2023, the book is due to be translated into 24 additional languages, and was selected for the Financial Times and Schroders Best Business Book of the Year award.Visit her website here: amycedmondson.com

Hillary Anger Elfenbein has been a business school professor at the Olin School of Washington University in St. Louis since 2008.  She holds a Ph.D. in Organizational Behavior, a Master's degree in Statistics, and undergraduate degrees in Physics and Sanskrit, all from Harvard University.Dr. Elfenbein served for five years on faculty at the Haas School of Business at the University of California, Berkeley, two years as a Senior Researcher at the Harvard Business School, and two years as a management consultant with the Monitor Group in Cambridge, MA.Her research focuses on emotion in the workplace, with particular emphasis on emotional intelligence, emotion in negotiations, and the cultural differences in emotion that can create challenges to working in global environments.Her work has appeared in the Academy of Management Annals, the Academy of Management Journal, the Annual Review of Psychology, the Journal of Applied Psychology, the Journal of Personality and Social Psychology, Nature Human Behavior, Organization Science, Psychological Bulletin, and Psychological Science.  She served as an Associate Editor of Management Science.Support the show

This episode, I speak with Gurneeta Vasudeva, an Associate Professor of Strategic Management and Entrepreneurship in the Carlson School of Management at the University of Minnesota.  In our conversation, we talk about her AMJ paper about how public-private collaborations can contribute to the success of socially beneficial innovation. We discuss the findings from this paper and the implications for efforts around the world that are attempting to solve some of society's most pressing problems.    Arslan, B., Vasudeva, G., & Hirsch, E. B. Public–Private and Private–Private Collaboration as Pathways for Socially Beneficial Innovation: Evidence from Antimicrobial Drug-Development Tasks. Academy of Management Journal,  https://journals.aom.org/doi/abs/10.5465/amj.2021.1260

Does your organisation get the feedback it needs? In particular, does it get the feedback it needs to improve and to better meet customer or stakeholder needs? Or instead does it just hope for the best and pray that any improvements, changes or innovations somehow meet those needs?To explore the role of feedback and the pivotal role it can play I am delighted to be joined by Professor Henning Piezunka of INSEAD.Key insights:Feedback is vital for organisations and it is vital that they seek it outNot all feedback is equal, organisations need to be clear who is sharing it and how relevant it isPeople giving feedback notice what the organisation responds to and adjust their responses accordinglyThe clearer an organisation's positioning, the more relevant will be the ideas and feedback received – though this comes with the potential cost of missing out on more unusual ideas that might be importantOrganisations must manage the trade-off between narrowing the feedback criteria to get something that is very focused, versus looking for a broad range of responsesWhen organisations respond to feedback online they are not only responding directly to that person but also to other potential customers who will take note of how the organisation has respondedFeedback is not always objective, but rather reflects performance against expectations – and these expectations can be framed based on the feedback of others About HenningHenning Piezunka is an Associate Professor of Entrepreneurship and Family Enterprise at INSEAD and is currently a Visiting Professor at Wharton Business School at the University of Pennsylvania. Henning is an award-winning researcher who studies how organisations can tap into the knowledge of their members to foster greater inclusion, innovation and diversity. He has also conducted research into the crowdsourcing of ideas and the wisdom of the crowds. In another stream of research, Henning studies collaboration and competition, such as the factors that escalate competition into dangerous conflict. He has further researched succession in family firms and how people can improve their ability to interact with others by leveraging Artificial Intelligence (AI). Through his research, Henning has developed significant expertise across various domains, including start-ups, technology companies, family businesses and a range of sports. He has leveraged data from sports such as Formula One, soccer and chess to shed light on effective management practices. Henning's work and expert opinions have been featured in leading business media including Time Magazine, The Economist and Harvard Business Review. You can follow Henning on LinkedIn here: https://www.linkedin.com/in/henningpiezunka/The paper discussed is available here: https://journals.aom.org/doi/abs/10.5465/amj.2022.0710(Full reference: Park, S., Piezunka, H., & Dahlander, L. (2024). Coevolutionary lock-in in external search. Academy of Management Journal, 67(1), 262-288.) Hosted on Acast. See acast.com/privacy for more information.

This episode, I speak with David Lucas, the Edward Pettinella Assistant Professor of Entrepreneurship in the Whitman School of Management at Syracuse University and a Research Fellow with the Institute for an Entrepreneurial Society.  In our conversation today, we talk about a recent paper he published in AMJ, with co-authors, Matthew Grimes and Joel Gehman, about Remaking Capitalism into a more just, sustainable, and inclusive system.  The paper explores how legislation can shape how intensely firms focus on values-driven business. This leads to a broader discussion about the purpose of the modern firm and the paradoxical way that policy can in fact get firms to voluntarily shift away from a narrow focus on shareholder maximization.   Lucas, D. S., Grimes, M. G., & Gehman, J. 2022. Remaking Capitalism: The Strength of Weak Legislation in Mobilizing B Corporation Certification. Academy of Management Journal, 65(3): 958-987. https://journals.aom.org/doi/10.5465/amj.2020.1688

This week we revisit our interview with Dr. Julia Lee Cunningham. Julia Lee is an Associate Professor of Management and Organizations at the Stephen M. Ross School of Business, University of Michigan, and a National Geographic Fellow and Explorer. She currently serves as a faculty co-director for Center for Positive Organizations. She is also a faculty affiliate at the Sanger Leadership Center, and Erb Institute for Global Sustainable Enterprise at the University of Michigan. Prior to joining Ross, she served as a Lab Fellow in Institutional Corruption at the Edmond J. Safra Center for Ethics, and a Research Fellow in Women and Public Policy Program at Harvard University. She earned her PhD, MPP, and AM degrees at Harvard University, where she was trained in organizational behavior, psychology, and behavioral economics.   Dr. Lee Cunningham studies the psychology of narratives, lay theories, and behavioral ethics. She is passionate about understanding the power of narratives in shaping objective reality, discovering the mechanisms that alter them, and illuminating how narratives can be leveraged to yield more ethical, sustainable, and adaptive behavior in the workplace. Her research has been published in a number of top scientific journals in management and psychology, including Academy of Management Journal, Organization Science, Proceedings of the National Academy of Sciences, Journal of Personality and Social Psychology, Psychological Science, Organizational Behavior and Human Decision Processes, and Journal of Applied Psychology.   Dr. Lee Cunningham strives to promote the use of scientific evidence in diagnosing and addressing critical problems in public policy and business practices, and has many years of experience in consulting and conducting field research with leading companies, non-profits, and governments. She teaches BBA, MBA, and executive education courses on leadership, teams, negotiation, and conflict resolution, and was named one of the Top 50 Undergraduate Business Professors by Poets and Quants in 2020.   

Previously on Creative Distillation, Brad and Jeff took a drive up to Ft. Collins to speak with Katie Wallace, Head of ESG at New Belgium Brewing. They discussed the history and impact of this historic microbrewery while sampling some of their fine brews — including the updated recipe for the iconic Fat Tire Ale. They were joined by Thomas J. Dean, Tinberg Business for a Better World University Professor at Colorado State University in Ft. Collins, who's a big fan and friend of New Belgium, as well as our guest for this episode. Katie stays with us for a little bit, for a fascinating discussion about “selling out vs selling in”, something New Belgium knows a lot about. It's also the topic of Tom's paper: Lost Battles, Trojan Horses, Open Gates, and Wars Won: How Entrepreneurial Firms Co-Create Structures to Expand and Infuse Their Sustainability Missions in the Acquisition Process Enjoy and cheers! Learn more and order merch at newbelgium.com. Learn more about Thomas J. Dean on his faculty page at Colorado State University's College of Business. https://biz.colostate.edu/about/directory/colostate-tomd Find Thomas' paper in the Academy of Management Journal. Check the show notes for a link. https://journals.aom.org/doi/abs/10.5465/amp.2017.0133 -- Learn more about CU's Deming Center for Entrepreneurship: https://deming.colorado.edu Comments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note at CDpodcast@colorado.edu. Thanks for listening. -
An Analog Digital Arts Production for the Deming Center for Entrepreneurship
Produced, recorded and edited by Joel Davis "Whiskey Before Breakfast" [Traditional] performed by Jeffrey York and Brad Werner. Recorded, mixed and mastered by George Figgs ___ CREATIVE DISTILLATION University of Colorado-Boulder professors Jeff York and Brad Werner distill entrepreneurship research into actionable insights. Jeff York | Associate Professor | Research Director
jeffrey.york@colorado.edu Brad Werner | Instructor | Teaching Director
walter.werner@colorado.edu Deming Center for Entrepreneurship | CU Leeds School of Business
303.492.9018 | deming@colorado.edu

In this episode we talk all about psychological safety – the misconceptions, what it actually means in practice, what we can learn about it through an equity lens, and how we can design organisational structures that support it (like decision-making protocols). We also talk about how August does onboarding and creates an adult learning environment through feedback, peer reviews and the role of a ‘Development Advocate', plus how they relate to the ‘new ways of working' movement right now. Tirzah and Mike are teammates at August Public Inc., an organisation and leadership development and change management firm. Tirzah leads August's Equity & Inclusion practice and Mike is a Founding Partner. Resources: Download the August white paper ‘Looking at Psychological Safety Through an Equity Lens' Learn more about August and their other insights via their website Related Leadermorphosis podcast episodes: Ep. 45 with Prof. Amy Edmondson Ep. 41 with Michael Y. Lee about the interpersonal risks research (safe spaces and interaction scripts) Michael Y. Lee's research paper ‘Fostering Positive Relational Dynamics in Teams: The Power of Spaces and Interaction Scripts' (Academy of Management Journal, 2020) Book: ‘Confronting our Freedom: Leading a Culture of Chosen Accountability and Belonging' by Peter Block and Peter Koestenbaum  

[Segment 1: Reflecting on January - Setting the Tone] As we bid farewell to January, let's take a moment to reflect on the tone we've set for the year. The beginning of the year is an opportunity to set intentions & establish a foundation for success. How have your goals evolved? What challenges have you faced? Reflecting on these aspects provides valuable insights into your journey. - - According to a study by the American Psychological Association, individuals who regularly reflect on their goals are 30% more likely to achieve them. [Segment 2: Crafting Resilience - Strategies for Overcoming Setbacks] Resilience is the key to navigating the inevitable setbacks that come with entrepreneurship. February brings new challenges, but it's also a chance to refine our resilience strategies. Let's explore some actionable steps: Embracing Failure: Instead of fearing failure, view it as a stepping stone to success. - Studies from Stanford University show that entrepreneurs who embrace failure are 20% more likely to achieve long-term success. Learn & Pivot: Evaluate setbacks as opportunities to learn & pivot. The ability to adapt is crucial in the ever-changing landscape of entrepreneurship. - Research by the Harvard Business Review highlights that companies with a culture of learning are 25% more likely to succeed. [Segment 3: Fostering Growth Mindset - Cultivating Continuous Improvement] A GROWTH MINDSET is the foundation of continuous improvement. In February, let's actively cultivate a GROWTH MINDSET with these strategies: Embrace Challenges: See challenges as opportunities for growth rather than insurmountable obstacles. - According to a study in Psychological Science, individuals with a growth mindset are 15% more likely to embrace challenges & persevere. Seek Feedback: Actively seek feedback from peers, mentors, or customers. Constructive feedback is a powerful tool for improvement. - Research from the Journal of Applied Psychology suggests that feedback fosters skill development & innovation." [Segment 4: Positivity Amid Uncertainty - Nurturing Well-being] In a world of uncertainty, maintaining a positive mindset is a superpower. Let's explore ways to nurture well-being & positivity: Mindful Practices: Integrate mindfulness into your daily routine. Whether through meditation, mindful breathing, or other practices, studies in the Journal of Positive Psychology show that mindfulness reduces stress & enhances well-being. Express Gratitude: Regularly express gratitude. A study published in the Journal of Personality & Social Psychology found that practicing gratitude leads to increased happiness & life satisfaction." [Segment 5: Connecting and Collaborating - Building a Supportive Community] February is the perfect time to reevaluate & strengthen your support system. Let's discuss the importance of connecting & collaborating: Networking Opportunities: Actively seek out networking opportunities. - Whether through industry events or online platforms, connecting with like-minded individuals can provide valuable support & insights. Peer Mentorship: Consider establishing peer mentorship relationships. The support & shared experiences of fellow entrepreneurs can be invaluable. - Studies from the Academy of Management Journal suggest that peer mentoring positively impacts both personal & professional development." --- Send in a voice message: https://podcasters.spotify.com/pod/show/saunaie/message Support this podcast: https://podcasters.spotify.com/pod/show/saunaie/support

EPISODE 59: Unpublished! Jeff's Secret Research Into Public-Private Partnerships Previously on Creative Distillation, Brad and Jeff conducted field research at The Burns Pub, a truly authentic British Public House located in Broomfield, Colorado. They tasted some fine whiskies and other spirits and had an illuminating conversation with founder Jonny Odde. This time, Brad and Jeff are still at The Burns, where Brad tricks Jeff into discussing his own research — a first for Creative Distillation. Jeff tells us about an unpublished working paper that explores a public-private partnership addressing climate change through entrepreneurship, right here in beautiful Boulder. Enjoy and cheers! Learn more at TheBurnsPub.com Jeff's paper, “Converging Winds: Logic Hybridization in the Colorado Wind Energy Field,” was co-written with Desiree Pacheco and Timothy Hargrave in the Academy of Management Journal. Check the show notes for a link. https://journals.aom.org/doi/abs/10.5465/amj.2013.0657 The “trick” paper Brad and Jeff discussed, about the Boulder Energy Challenge, is an in progress collaboration with Kansas Associate Professor of Entrepreneurship (and CU PhD alum) Beth Embry. It's top secret for now. Let's just keep this one between us. -- Learn more about CU's Deming Center for Entrepreneurship: https://deming.colorado.edu Comments/criticism/suggestions/feedback? We'd love to hear it. Drop us a note at CDpodcast@colorado.edu. Thanks for listening. -
An Analog Digital Arts Production for the Deming Center for Entrepreneurship
Produced, recorded and edited by Joel Davis "Whiskey Before Breakfast" [Traditional] performed by Jeffrey York and Brad Werner. Recorded, mixed and mastered by George Figgs ___ CREATIVE DISTILLATION University of Colorado-Boulder professors Jeff York and Brad Werner distill entrepreneurship research into actionable insights. Jeff York | Associate Professor | Research Director
jeffrey.york@colorado.edu Brad Werner | Instructor | Teaching Director
walter.werner@colorado.edu Deming Center for Entrepreneurship | CU Leeds School of Business
303.492.9018 | deming@colorado.edu

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Welcome to episode #913 of Six Pixels of Separation - The ThinkersOne Podcast. Here it is: Six Pixels of Separation - The ThinkersOne Podcast - Episode #913. Amy Edmondson, a luminary in the field of business management and education, has cultivated a distinguished career marked by her contributions as a thought leader, educator, and author. Her latest book, The Right Kind of Wrong - The Science of Failing Well, stands as a testament to her profound understanding of organizational dynamics and the art of learning from failure. Amy's tenure as a professor at Harvard Business School underscores her academic pedigree and her commitment to shaping the minds of future business leaders. Her role extends beyond teaching, as she actively engages in pioneering research, particularly in the realm of psychological safety, a concept she has significantly developed and popularized. In The Right Kind of Wrong, Amy challenges the traditional notion of failure as the antithesis of success. The book delves into the intricacies of failure, distinguishing between unproductive and productive failures. Through her expert lens, Amy categorizes failure into three archetypes - basic, complex, and intelligent - and guides readers on how to leverage these experiences to foster personal and organizational growth. Amy's work provides a fresh perspective on how individuals and organizations can embrace human fallibility. She emphasizes the importance of recognizing when failure can be an ally and how to prevent it when it's not. Her resume is as impressive as her contributions to business management. She is the author of seven books and over sixty scholarly papers, published in academic and management outlets, such as  Administrative Science Quarterly,  Academy of Management Journal,  and Harvard Business Review. She is ranked #1 on the latest Thinkers50 ranking of the world's most influential management thinkers. and has been named the Most Influential International Thinker in Human Resources by HR Magazine in 2019, along with countless other accolades. Enjoy the conversation... Running time: 1:03:14. Hello from beautiful Montreal. Subscribe over at Apple Podcasts. Please visit and leave comments on the blog - Six Pixels of Separation. Feel free to connect to me directly on Facebook here: Mitch Joel on Facebook. Check out ThinkersOne. or you can connect on LinkedIn. ...or on Twitter. Here is my conversation with Amy Edmondson. The Right Kind of Wrong - The Science of Failing Well. Psychological safety. Amy's other books and publications. Follow Amy on X. Follow Amy On Instagram. Follow Amy on LinkedIn.  This week's music: David Usher 'St. Lawrence River'.

About This EpisodeIn this episode, Dr. Amy Edmondson, Novartis Professor of Leadership and Management at the Harvard Business School, discusses how we can best think about and practice failure. Amy distinguishes between the different types of failure while also clarifying preventable mistakes from intelligent failures- the latter being a byproduct of calculated risk-taking that often leads to significant insights and innovation. She encourages a reframing of our perception of failure, advocating for a healthy acceptance of intelligent failures as steppingstones in uncharted territories. Amy shares practical strategies for embracing vulnerability and harnessing setbacks as opportunities for learning and growth, acting as a guide for leaders, innovators, and anyone seeking to transform their approach to failure. Tune in as Amy encourages us to openly greet the unfamiliar and to recognize that within our boldest actions lies the key to our greatest achievements. About Amy EdmondsonAmy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021; she also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017. She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Edmondson's newest book, Right Kind of Wrong (Atria), provides a framework for how we can think about, discuss, and practice failure wisely, using human fallibility as a tool for making ourselves and our organizations smarter.  Additional ResourcesLinkedIn: @AmyEdmondsonTwitter: @AmyCEdmondson

This episode, I speak with Ron Burt, the Charles M. Harper Leadership Professor of Sociology and Strategy at the University of Chicago and Distinguished Professor at Bocconi University in Milan.   In our conversation, we talk about a recent AMJ paper, with co-author, Song Wang, about 'bridge supervision' in organizations, which occurs when a manager and their boss do not share any strong similar social connections. The current rise of remote employment, is likely to bring a rise in bridge supervision as well.  The paper explores how this trend may impact managerial behavior and performance. We also discuss Ron's concerns about the long-term consequences of remote work and about how his sabbatical as an executive at Raytheon informed his recent research including the best way to fail in an organization.   Burt, R. S. & Wang, S. 2022. Bridge Supervision: Correlates of a Boss on the Far Side of a Structural Hole. Academy of Management Journal, 65(6): 1835-1863. https://journals.aom.org/doi/epub/10.5465/amj.2021.0676 

Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, which is a Chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. And in today's conversation we certainly talk about Harvard, what it's like to work on a college campus, and what it's like to be specifically at that college campus during this time in 2023 as we record today's conversation. Amy has been recognized by the Biannual Thinkers50 Global Ranking of Management Thinkers since 2011, and recently was ranked #1 in 2021. She's received that organization's Breakthrough Idea Award in 2019 and Talent Award in 2017. She studies teaming, psychological safety (which is going to be a core concept and competency that you've probably heard about at some point if you study environments and teams and groups), and we're going to talk about the famous Aristotle study that Google did that found that psychological safety was the #1 factor in determining team success, so this is definitely a deep dive into that concept and something that hopefully you can take with your teams and organizations. She also studies organizational learning and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review, and California Management Review. She's written many books, so we're going to talk about The Fearless Organization, which she wrote in 2019, we're going to talk about her latest book, The Right Kind of Wrong, so a lot of this conversation is about mistakes and failures, and I highly recommend you check out that book. She's also written books around this concept of teaming, including Teaming to Innovate and Extreme Teaming. At her core, you're going to find Amy to be humble but brilliant, you're going to find her to be nuanced and thoughtful when it comes to psychology and the science of humans, and she is someone that I feel as though, even though she's got all these accolades, I feel like I could've talked to forever.  Amy had a number of amazing insights during our conversation. Some of them include: “A mindset is something that happens inside your head. It's an approach. It's an orientation” (6:35). “A psychologically safe environment in the classroom is mission-critical for learning and learners” (9:30). “Safe spaces and psychological safety are almost at odds, almost two opposing ideas rather than compatible ideas [in an educational space]” (12:20). “Classrooms can be environments where people can take risks and occasionally failures will happen… and through those we will learn and grow and get to be better versions of ourselves” (14:40). “Psychological safety for me has always been about helping people take their foot off the brakes” (15:05). “The day you decide you don't need to learn anymore, and your mind is made up and your opinions about various people and groups is made up, is the day you cease to grow (16:35). “It starts with a recognition that other human beings are just as important as you are” (21:10). “We all want to feel that we matter” (23:15). “The meaningful memories [on our death beds] have to do with other humans” (29:10). “There's an asymmetry [to psychological safety]” (30:35). “Vulnerability is a fact” (33:00). “If I'm unwilling to confront my vulnerability, then I'm at risk for unhappy surprises” (33:30). “Neuroscience research suggests that some of the same neurons are firing when we get a psychological assault or harm, like being rejected by a group of friends…, as for a physical harm” (36:20). “Emotions are incredibly important, incredibly powerful in shaping our human experiences (45:20). “Probably the most important capacity people can learn, in sports and in life, is how to tame their emotions” (45:55). “Your emotions can simply be data” (46:40). “The more expert we get in any given field or domain, the more we can effortlessly process context and take it into consideration” (56:25). “The best students, the unusually good students, are curious” (59:40). “To cultivate curiosity and collaboration, you have to truly believe that it's in your interest to do so” (1:00:35). “A mistake is an unintended deviation from a known process… A failure is an undesired outcome” (1:03:15). “There's no such thing as a mistake in new territory” (1:03:55). “It's about creating the safe conditions in which [your kids] can fail” (1:14:30). Additionally, you can find all of Amy's information on her website, and also follow her on Twitter and LinkedIn.  Thank you so much to Amy for coming on the podcast! I wrote a book called “Shift Your Mind” that was released in October of 2020, and you can order it on Amazon and Barnes and Noble. Additionally, I have launched a company called Strong Skills, and I encourage you to check out our new website https://www.strongskills.co/. If you liked this episode and/or any others, please follow me on Twitter: @brianlevenson or Instagram: @Intentional_Performers. Thanks for listening.  

Employees and candidates consistently value pay transparency, but before HR leaders alter their rewards strategies to meet these expectations, they must first consider their holistic impact on the organization. Peter Bamberger, Professor at Tel Aviv University's Coller School of Management and author of “Exposing Pay,” joins the Talent Angle to detail what pay transparency means for employers, employees and society. He shares the history of the pay transparency movement and relevant academic research to explain how a culture of transparency impacts outcomes like pay equity and productivity. He argues that organizations should ultimately pursue a path towards more transparency. Peter A. Bamberger is the Domberger Professor of Management at Tel Aviv University's Coller School of Management, and Research Director of Cornell's Smithers Institute. His research examines rewards management, teamwork, and employee wellbeing. Author of several books including Human Resource Strategy and Exposing Pay, Bamberger has published over 100 referred journal articles. An elected Fellow of the Society of Industrial and Organizational Psychology and the Academy of Management, he served as an associate editor of Academy of Management Journal, and editor-in-chief of Academy of Management Discoveries.  He currently serves as President-elect of the Academy of Management. Caroline Walsh is a vice president in Gartner's HR practice. Her teams help HR leaders build and execute talent, diversity, rewards, and learning strategies and programs. Caroline has also led Gartner research teams on commercial banking strategy and leadership. She holds a bachelor's degree in East Asian studies from Columbia University, and a master's degree in public affairs from Princeton University.

This episode, I speak with Matt Semadeni, Professor of Strategy and Dean's Council Distinguished Scholar at the W. P. Carey School of Business at Arizona State University.  In our conversation today, we talk about CEO political ideology.   We discuss how political activism has shaped corporate leadership, strategy, and investing - which pulls the conversation in all sorts of interesting directions.  Finally, Matt shares his views about how organizations can approach politics by recognizing ideological differences and avoiding the negative contentious behaviors. Anchor Paper Semadeni, M., Chin, M. K., & Krause, R. 2022. Pumping the Brakes: Examining the Impact of CEO Political Ideology Divergence on Firm Responses. Academy of Management Journal, 65(2): 516-544. https://doi.org/10.5465/amj.2019.1131

In this interview about failure and growth, author and Professor of Leadership at Harvard Business School Dr. Amy Edmondson upends our understanding of failure and shares how we can more effectively make it work for us. Based on the research from her book “Right Kind of Wrong,” Dr. Edmondson provides the framework to think, discuss, and practice failure wisely. Outlining the three archetypes of failure - basic, complex, and intelligent - she describes how to minimize unproductive failure while maximizing what we gain from missteps at all levels.Dr. Edmondson goes on to talk about her pioneering work in the space of psychological safety. She demystifies failure by distinguishing between good failure from which we can learn and the bad failure that should have been prevented. Dr. Edmondson makes it clear that when organizations provide a safe environment for failure during the process of experimentation, both knowledge and innovation are gained. She finishes the interview by giving advice for how leaders, teachers, and even parents can use failure as a learning tool. Dr. Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011, and most recently was ranked #1 in 2021; she also received that organization's Breakthrough Idea Award in 2019, and Talent Award in 2017.  She studies teaming, psychological safety, and organizational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her 2019 book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth (Wiley), has been translated into 15 languages. Dr. Edmondson's latest book, Right Kind of Wrong (Atria), builds on her prior work on psychological safety and teaming to provide a framework for thinking about, discussing, and practicing the science of failing well. First published in the US and the UK in September, 2023, the book is due to be translated into 15 additional languages.

Does anyone really know what they're doing? How do we reward the competent and not the confident? And what's wrong with using TikTok for research?  RESOURCES:"Why Everyone Feels Like They're Faking It," by Leslie Jamison (The New Yorker, 2023)."The Impostor Phenomenon Revisited: Examining the Relationship between Workplace Impostor Thoughts and Interpersonal Effectiveness at Work," by Basima Tewfik (Academy of Management Journal, 2022)."You're Not an Imposter. You're Actually Pretty Amazing," by Kess Eruteya (Harvard Business Review, 2022)."Workplace ‘Impostor Thoughts' May Have a Genuine Upside," by Meredith Somers (Ideas Made to Matter, 2022).The Light We Carry: Overcoming in Uncertain Times, by Michelle Obama (2022)."Prevalence, Predictors, and Treatment of Impostor Syndrome: a Systematic Review," by Dena M. Bravata, Sharon A. Watts, Autumn L. Keefer, Divya K. Madhusudhan, Katie T. Taylor, Dani M. Clark, Ross S. Nelson, Kevin O. Cokley, and Heather K. Hagg (Journal of General Internal Medicine, 2020)."What Is Imposter Syndrome and How Can You Combat It?" by Elizabeth Cox (TED-Ed, 2018)."Is Resilience Only Skin Deep?: Rural African Americans' Socioeconomic Status-Related Risk and Competence in Preadolescence and Psychological Adjustment and Allostatic Load at Age 19," by Gene H. Brody, Tianyi Yu, Edith Chen, Gregory Miller, Steven M. Kogan, and Steven R. H. Beach (Psychological Science, 2013).“Emotion Generation and Emotion Regulation: One or Two Depends on Your Point of View,” by James Gross and Lisa Feldman Barrett (Emotion Review, 2011)."Good C.E.O.'s Are Insecure (and Know It)," by Adam Bryant (The New York Times, 2010).Pour Your Heart Into It: How Starbucks Built a Company One Cup at a Time, by Howard Schultz (1997).EXTRAS:"Reading Dostoevsky Behind Bars," by People I (Mostly) Admire (2023)."Can a Moonshot Approach to Mental Health Work?" by People I (Mostly) Admire (2023)."Why Do We Get Angry?" by No Stupid Questions (2023).

EPISODE 1710: In this KEEN ON show, Andrew talks to Amy Edmondson, author of RIGHT KIND OF WRONG, about why we need to take smart risks which will result in more, rather than fewer, failures Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, a chair established to support the study of human interactions that lead to the creation of successful enterprises that contribute to the betterment of society. She is the author of 7 books and over 60 scholarly papers, published in academic and management outlets, such as  Administrative Science Quarterly,  Academy of Management Journal,  and Harvard Business Review.  She is a sought-after keynote speaker with a worldwide following. Named as one of the "100 most connected men" by GQ magazine, Andrew Keen is amongst the world's best known broadcasters and commentators. In addition to presenting KEEN ON, he is the host of the long-running How To Fix Democracy show. He is also the author of four prescient books about digital technology: CULT OF THE AMATEUR, DIGITAL VERTIGO, THE INTERNET IS NOT THE ANSWER and HOW TO FIX THE FUTURE. Andrew lives in San Francisco, is married to Cassandra Knight, Google's VP of Litigation & Discovery, and has two grown children. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of Let Go & Lead, Maril talks with lauded author, scholar and Harvard Business School professor Amy Edmondson, whose pioneering research into psychological safety has massively impacted the world of work. Amy breaks down what psychological safety is, what it isn't and three key things leaders need to do to foster it.   Over a ranging conversation, she and Maril discuss the immense importance of leaders in the middle; why leaders need to maintain a beginner's mind; and why psychological safety — or, as Amy defines it, “permission for candor” — must be balanced with a commitment to excellence for an organization to succeed.   Learn about:  3:30 How to build a learning organization 7:03 Creating an environment of psychological safety 12:56 The changing dynamics of modern teams 20:23 Key misconceptions about psychological safety 22:51 Fostering psychological safety in uncertain times 32:32 The science of “Failing Well” 37:55 What leaders need to let go of   —  Amy C. Edmondson is the Novartis Professor of Leadership and Management at Harvard Business School, a chair established to support the study of human interactions that lead to successful enterprises contributing to societal betterment. Edmondson has been recognized by the biannual Thinkers50 global ranking of management thinkers since 2011 and most recently ranked #1 in 2021. She also received the Breakthrough Idea Award in 2019 and the Talent Award in 2017 from the organization. She focuses her research on teaming, psychological safety and organizational learning, and her articles have been published in various academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Wiley), published in 2019, has been translated into 15 languages. Edmondson's upcoming book, Right Kind of Wrong: The Science of Failing Well (Atria), offers a framework for wise thinking, discussion and practice of failure, utilizing human fallibility as a tool for personal and organizational growth. The release date is set for September 5, 2023.  ABOUT LET GO & LEAD   Let Go & Lead is a leadership community created by Maril MacDonald, founder and CEO of Gagen MacDonald. Maril brings together provocateurs, pioneers, thought leaders and those leading the conversation around culture, transformation and change.  Over the course of the past 12 years, Let Go & Lead has existed in many forms, from video interviews to resource guides to its current iteration as a podcast. At its core, it remains a place where people can access a diversity of perspectives on interdisciplinary approaches to leadership. Maril is also working on a book incorporating these insights gathered over the past several years from global leaders and change makers.     Maril has interviewed over 120 leaders — from business to academia and nonprofits to the arts — through the years. In each conversation, from personal anecdotes to ground-breaking scientific analysis, she has probed the lessons learned in leadership. From these conversations, the Let Go & Lead framework has emerged. It is both a personal and organizational resource that aims to serve the individual leader or leadership at scale.    ABOUT GAGEN MACDONALD At Gagen MacDonald, we are dedicated to helping organizations navigate the human struggle of change. We are a people-focused consulting firm and our passion is improving the employee experience — for everyone. For almost 25 years, we have been working with companies to create clarity from chaos by uniting employees across all levels around a single vision so they can achieve results and realize their future. We have been a pioneer in bringing humanity to strategy execution, leading in areas such as organizational communication, culture, leadership, and employee engagement. Our Vision is to lift all humanity by transforming the companies that transform the world.    Full episodes also available on:       Apple Podcasts: https://podcasts.apple.com/us/podcast/let-go-lead-with-maril-macdonald/id1454869525       Spotify: https://open.spotify.com/show/5Gaf7JXOckZMtkpsMtnjAj?si=WZjZkvfLTX2T4eaeB1PO2A       Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9sZXRnb2xlYWQubGlic3luLmNvbS9yc3M   —   Gagen MacDonald is a strategy execution consulting firm that specializes in employee engagement, culture change and leadership development. Learn more at http://www.gagenmacdonald.com. 

Danna Greenberg: Maternal Optimism Danna Greenberg is the Walter H. Carpenter Professor of Organizational Behavior at Babson College. Her main area of research focuses on understanding the intersection between individuals' work and non-work lives as they move through their career. Her scholarship is guided by the belief that individuals can and should be able to live full lives at work and at home and that by challenging current assumptions regarding work we can find better ways for businesses, families, and communities to thrive. Her other research stream centers on the scholarship of teaching and learning. Here she is focused on the continued changing landscape of higher education as it pertains to how we teach, what we teach, and how to define the lives of academics. Danna has published more than 30 articles and book chapters in leading journals including Academy of Management Journal, Human Resource Management, and Academy of Management Learning and Education. She is the co-author with Jamie Ladge of Maternal Optimism: Forging Positive Paths Through Work and Motherhood*. When women return to work after a baby, there's a lot our society implies about how that's supposed to look. Danna's research finds that this can look very different for every family. On this episode, a few things that women, their partners, and their managers can do to support a better transition in returning to work. Key Points Over 70% of mothers in the United States return to work after having children. There tends to be a “guilt and anguish” script in the popular media about women returning to work after a maternity leave. That's absolutely true for some women (especially those with fewer resources) but other women have very different experiences. Managers can help by opening dialogue about what's ideal to support a woman and her family during and after maternity leave. Comments like “I am so impressed by how you are going to do it all!” are often well-intended but can reinforce views that might not be true for a woman or her family. Focus praise at work on work, not parenting. Men may be more likely to listen to the challenges working mother face when other men surface them. Male managers can take the lead on this. During leave, mothers can help create a foundation of shared parenting (if that's their choice) by engaging their partners in substantial ways in childcare and limit gatekeeping. Resources Mentioned Maternal Optimism: Forging Positive Paths Through Work and Motherhood* by Jamie Ladge and Danna Greenberg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Reduce Drama With Kids, with Tina Payne Bryson (episode 310) Finding Joy Through Intentional Choices, with Bonni Stachowiak (episode 417) How to Create Inclusive Hiring Practices, with Ruchika Tulshyan (episode 589) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Wendy K. Smith is the Dana J. Johnson Professor of Management, faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware and fellow at The Academy of Management. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (4 years in a row) for being among the 1 percent most-cited researchers in her field and received the Decade Award from the Academy of Management Review for the most cited paper in the past 10 years as well as a fellow at the Academy of Management. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science. She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. Her book, Both/And Thinking is published by Harvard Business Review and was #1 new release on Amazon. Wendy lives in Philadelphia with her husband, three children, and the family dog.   Wendy had a number of amazing insights during our conversation. Some of them include: “There's other pathways to things that we don't often see” (9:25). “Where I could really feel impact was at this very local level” (12:25). “The big idea of [my book] Both/And Thinking is that we live in a world where we tend to pull things apart and make a choice between them and see the either/or, see the black and white, and we argue that's limited and it's detrimental at worst. There's a better way of seeing these things intertwine with one another” (15:40). “The people that are least confident about knowing who they are, what they're going to do in the world, and whether they're going to succeed, are college students” (16:20). “This sense of having to prove [oneself] constrains actually experimenting and being [oneself] along the way” (17:05). “A dilemma is a moment in time defined in a very specific time and space where you're choosing between two different options and it's begging you to make a choice” (26:45). “Paradoxes are these persistent, ever-present tensions that underlie our dilemmas and keep popping up” (27:00). “There's this constant tension that we all feel around performing well, doing well, being in the moment, and learning and growing and feeling that discomfort of learning and growth” (27:10). “The dilemma of passion vs. performance shows up all over the place and we tend to pit those against each other” (36:10). “The more that we feel passionate, the more that we feel joyful, the more engaged and the better performing we are. These opposing pressures actually reinforce each other” (36:30). “I think an invitation is a chance to allow people to have their own point of view rather than telling them what they think and providing the respect to others that I'm curious about that point of view” (38:10). “One of the ways that we tend to ‘either/or' a lot is in relationship with other people” (38:30). “We grow from taking a pause from our regular routines and lives” (42:45). “Part of ‘both/and' is pulling out or decisions into a broader perspective where we are making these micro shifts, oscillating, experimenting, balancing, trying along the way, that not every decision is the ultimate moment of truth” (47:15). “How do you navigate in a space that's not ideal for who you are?” (50:20). “Activism has a very black and white perspective; I am going to assert what I believe and be loud and proud about it. There's a place for that and it's an important piece, and it doesn't always get stuff done. What we really need in order to move forward is more nuanced diplomacy and collaboration across opposing ideas” (52:50). “Leaders need to have a varied toolkit in how they lead” (55:15). “Frankly, there's a lot more common ground on many of these [political] issues than there is difference” (57:20). “It's not just your own individual performance, but your performance and your success is dependent on how you raise up and create the conditions for other people's success as well” (1:04:50).   Additionally, you can find everything you need to know about Wendy's book, Both/And Thinking, here. You can also connect with Wendy on LinkedIn, Twitter, Facebook, Instagram, and by email (hello@bothandthinking.net). Thank you so much to Wendy for coming on the podcast! I wrote a book called “Shift Your Mind” that was released in October of 2020, and you can order it on Amazon and Barnes and Noble. Additionally, I have launched a company called Strong Skills, and I encourage you to check out our new website https://www.strongskills.co/. If you liked this episode and/or any others, please follow me on Twitter: @brianlevenson or Instagram: @Intentional_Performers. Thanks for listening.

Life is full of paradoxes. How can we each express our individuality while also being a team player? How do we balance work and life? How can we improve diversity while promoting opportunities for all? How can we manage the core business while innovating for the future?For many of us, these competing and interwoven demands are a source of conflict. Since our brains love to make either-or choices, we choose one option over the other. We deal with the uncertainty by asserting certainty.There's a better way.In Both/And Thinking, Wendy Smith and Marianne Lewis help readers cope with multiple, knotted tensions at the same time. Drawing from more than twenty years of pioneering research, they provide tools and lessons for transforming these tensions into opportunities for innovation and personal growth.Filled with practical advice and fascinating stories—including firsthand tales from IBM, LEGO, and Unilever, as well as from startups, nonprofits, and even an inn at one of the four corners of the world—Both/And Thinking will change the way you approach your most vexing problems. ***The Burleson Box is brought to you by Mastry:The Mastry App leverages HypnoBreathwork®, a cutting edge method using breathwork to clear energetic patterns, hypnosis to reprogram subconscious beliefs, and visioning to fire new neural pathways for sustainable behavior change. This unique formula accelerates trance-induced states to heal unprocessed emotions from the root and take intuitive action to get into alignment.Mastry is an experience to create connection and live your purpose. Download the app, try a free 7 day tray and join the mailing list at Mastryapp.com***Resources Mentioned in the Episode with Wendy Smith:Both And Thinking: Embracing Creative Tensions to Solve Your Toughest ProblemsBoth And Thinking Book WebsiteParadox Mindset InventorySmith, W. Dynamic decision making: a model of senior leaders managing strategic paradoxes. Academy of Management Journal 2014, Vol. 57, No.6, 1592-1623.Net Positive: How Courageous Companies Thrive by Giving More Than They Take by Paul Polman and Andrew Winston ***Go Premium: Members get early access, ad-free episodes, hand-edited transcripts, exclusive study guides, special edition books each quarter, powerpoint and keynote presentations and two tickets to Dustin Burleson's Annual Leadership Retreat.http://www.theburlesonbox.com/sign-up Stay Up to Date: Sign up for The Burleson Report, our weekly newsletter that is delivered each Sunday with timeless insight for life and private practice. Sign up here:http://www.theburlesonreport.com Follow Dustin Burleson, DDS, MBA at:http://www.burlesonseminars.com

Mohan Subramaniam is a Professor of Strategy and Digital Transformation at the IMD Business School in Lausanne, Switzerland. He focuses on the digital transformation of incumbent industrial firms and new sources of competitive advantage in the digital age. He is a recognized thought leader in digital strategy, and have helped senior executives in several companies find new sources of value and growth for their companies when competing with data within emerging digital ecosystems. He outlines his thinking in his 2022 book The Future of Competitive Strategy: Unleashing the Power of Data and Digital Ecosystems, where he introduces a new paradigm for competitive strategy anchored in data and digital ecosystems and the game-changing role of digital technologies in the modern economy. Legacy firms have for decades anchored their competitive strategy in products and industry characteristics, but these approaches are now becoming outdated. His book therefore explains how legacy firms can harness their existing assets, infrastructure, and traditional strengths to leverage the new and explosive power of data by thoughtfully applying and emulating the best practices of digital titans such as Amazon and Google.His articles regularly appear in Harvard Business Review and MIT Sloan Management Review. I have also published articles in several leading academic journals such as Strategic Management Journal, Academy of Management Journal, the Journal of Management, and the Journal of International Business Studies, and my research has been recognized by awards from Strategic Management Society, McKinsey Corporation, the Academy of Management, the Academy of International Business, and the Decision Sciences Institute. In this episode, Mohan shares:Why some of the long-prevailing concepts of competitive strategy, like Michael Porter's industry value chain, industry attractiveness (or five forces), and even the central paradigm of these approaches may have served us well for decades, but are increasingly becoming ineffectiveHow traditional legacy firms can harness their existing assets, infrastructure, and traditional strengths to be even more effective at the digital game than digital native giants like Amazon and Google Why the first step for such incumbent organizations should be to evolve your traditional customers to digital customers Why we should not just be thinking about ecosystems broadly, but about two specific—and different—ecosystems we need to create, and what they areWhy the idea that so many companies have of capturing and owning lots of data misses the point of what it means to win with data, in a world where the shelf-life value of the data you collect is getting shorter and shorter _________________________________________________________________________________________Episode Timeline:00:00—Highlight from today's episode01:02—Introducing Mohan + The topic of today's episode2:58—If you really know me, you know that...3:25—What is your definition of strategy?3:36—Could you talk to us about your thesis involving your ideas around Michael Porter's idea of competitive advantage?7:51—Why is competitive advantage less relevant today than it was 40 years ago when it was created?10:50—Can you explain how data has impacted our idea of customers, and how companies should make the transition from traditional customers to digital customers?13:06—Can you give an example of a physical product that is able to create continuous data and not episodic?15:11—Could you explain the differences between two different types of the two types of ecosystems you detail in your book?18:23—Could you explain how value chains have expanded to include complements outside of the traditional service and product offering?21:03—If we were to put production and consumption capabilities into a diagram (like an x and y-axis), how would you explain how the two interact and interplay?24:20—Could you illustrate your point of how products can deliver value outside of what its obvious value with the light bulb story?27:13—How should companies be thinking about the role of data given everything we've talked about today? It has a very short shelf life, so it is about controlling data necessarily?29:25—Closing__________________________________________________________________________________________Additional Resources: Personal Page: http://www.professormohan.com/IMD Faculty Page: https://www.imd.org/faculty/professors/mohan-subramaniam/Newest Book: https://www.hachette.co.uk/titles/david-shrier/basic-metaverse/9781472148131/Linkedin: https://ch.linkedin.com/in/mohan-subramaniam-961986bTwitter: https://twitter.com/Profmohans

Dr. Wendy K. Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her Ph.D. in organizational behavior at Harvard Business School. She began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory yet interdependent demands. Working with executives and scholars globally, she received the Web of Science Highly Cited Research Award (2019, 2020, and 2021) for being among her field's 1 percent most-cited researchers. She received the Decade Award (2021) from the Academy of Management Review for the most cited paper in the past ten years. Her work has been published in such journals as the Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, OrganizationScience, and Management Science. She has taught at the University of Delaware, Harvard University, and the University of Pennsylvania–Wharton while helping senior leaders and middle managers worldwide address issues of interpersonal dynamics, team performance, organizational change, and innovation. Wendy lives in Philadelphia with her husband, three children, and the family dog.Connecting with Dr. Wendy SmithTwitter: @profwendysmithFacebook: https://www.facebook.com/Wendy-Smith-111141458290288 Instagram: @prof.wendysmithA Quote From This Episode"Our mission is to invite people to not see tensions as a bad thing. But rather see tensions as a force of life, where we, as individuals, have the opportunity, have the agency to approach them differently."The Discovering Leadership TextbookDiscovering Leadership: Designing Your Success by Middlebrooks, Allen, McNutt, and MorrisonResources/Authors Mentioned in This EpisodeBook - Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems  by Wendy Smith & Marianne Lewis  Book - Consolations: The Solace, Nourishment and Underlying Meaning of Everyday Words by David Whyte Book - Collaborating with the Enemy: How to Work with People You Don't Agree with or Like or Trust  by Adam Kahane Book - A More Just Future: Psychological Tools for Reckoning with Our Past and Driving Social Change by Dolly Chugh Newsletter - Dolly Chugh - Dear Good People About  Scott J. AllenWebsiteMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic.About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in the study, practice, and teaching of leadership. Plan now for ILA's 25th Global Conference in Vancouver, British Columbia, on October 12-15, 2023.

Wendy Smith: Both/And Thinking Wendy Smith is the Dana J. Johnson Professor of Management and faculty director of the Women's Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. She has received the Web of Science Highly Cited Research Award for being among the 1 percent most-cited researchers in her field and received the Decade Award from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science. She has taught at the University of Delaware, Harvard, and Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. She is the author with Marianne Lewis of Both/And Thinking: Embracing Creating Tensions to Solve Your Toughest Problems. In this episode, Wendy and I discuss the dangers of either/or thinking and how that tendency limits our effectiveness. We explore how to shift to both/and thinking in order to resolve the most challenging problems. Plus, we share key tactics that will help us do this in more practical ways. Key Points Framing a decision as an either/or will often minimize short-term anxiety, but limits creative and innovative long-term possibilities. While easy to see both/and opportunities for others, we're likely to approach things as either/or when it's ourselves. An outside perspective from someone who's not emotionally connected is helpful. Changing the question we are asking is the most powerful to navigate paradoxes. Moving up a level when facing tough decisions can help us see the big picture. Consider shifting from “making a choice” to “choosing” in order to lead us towards better outcomes. Resources Mentioned Both/And Thinking: Embracing Creating Tensions to Solve Your Toughest Problems* by Wendy Smith and Marianne Lewis Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Ask Better Questions, with David Marquet (episode 454) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) The Leadership Struggles We See, with Muriel Wilkins (episode 559) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Dr. Stefanie K. Johnson is an author, professor, and keynote speaker who studies the intersection of leadership and diversity, focusing on how unconscious bias affects the evaluation of leaders and strategies that leaders can use to mitigate bias. She works with the best companies in the world to create more inclusive leaders. She has extensive consulting experience and has created and delivered leadership development training with an emphasis on evidence-based practice. Dr. Johnson is an active researcher and has published 60 journal articles and book chapters in outlets including The Journal of Applied Psychology and The Academy of Management Journal. In this episode, Dr. Johnson shares her insight on increasing diversity in the workplace, being mindful of biases, recognizing privilege and setting intentions. --- Send in a voice message: https://podcasters.spotify.com/pod/show/craig-dowden/message