Harvard Business School
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Why managers should reveal their failures
If you want to get your messages through to employees, be ready to confess your own management shortcomings, counsels Alison Wood Brooks.
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'Always on' isn't always best for team decision-making
Is it possible for teams to communicate too frequently? Research by Ethan Bernstein and colleagues suggests that groups that meet less often may be better at problem-solving
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What is the function of fear in leadership?
The president of the United States has equated power with fear. Is there a place for fear in the manager's toolkit? asks James Heskett
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Shaky business: How handshakes win negotiations
A handshake before a negotiation can have a surprisingly strong effect on the outcome, according to Michael Norton, Francesca Gino, and colleagues
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How should managers deal with the challenges of building an inclusive workplace?
Few doubt the benefits of inclusion and diversity in the workplace, but some aspects of driving these changes forward make managers, particularly male managers, unsure of their footing. How do you deal with the challenges? asks James Heskett
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Bargain hunters beware: A store's 'original price' might not be real after all
Retailers often compare a "sale" price to the original price. Harvard Business School's assistant professor says consumers should be skeptical of those original prices — and so should regulators
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Why ethical people become unethical negotiators
You may think you are an ethical person, but self-interest can cloud your judgment when you sit down at the bargaining table, says Max Bazerman
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Warning: Scary warning labels work!
If you want to convince consumers to stay away from unhealthy diet choices, don't be subtle about possible consequences, says Leslie John. These graphically graphic warning labels seem to do the trick
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Customers at the back of the line are anxious-can you keep them from leaving?
The irrational anxiety associated with being last in line can lead to unhappy customers, according to new research by Ryan Buell. But there are ways to make people happier while they wait—and keep them from abandoning the queue
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Is 'gut feel' a good reason to invest in a startup?
Most investments in startups should never be made, at least when using by-the-numbers reasoning. But funded they are. Laura Huang believes investors use gut instinct to manage that risk
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Cut salaries or cut people? The best way to survive a downturn
When times are tight, companies usually respond with employee layoffs. But what if they held on to workers and cut their salaries instead? New research by Christopher Stanton and colleagues has the answer