Harvard business review最新文献

When work feels like family, employees keep quiet about wrongdoing 当工作感觉像家人时，员工对不当行为保持沉默

IF 14.7 4区管理学

Harvard business review Pub Date : 2020-12-22 DOI: 10.5167/UZH-199113

Saera R. Khan, Lauren C. Howe

引用次数: 0

How to (actually) save time while working remotely 如何(实际上)在远程工作时节省时间

IF 14.7 4区管理学

Harvard business review Pub Date : 2020-08-24 DOI: 10.5167/UZH-199116

Lauren C. Howe, Ashley V. Whillans, Jochen I. Menges

引用次数: 0

Telling tales. 讲故事。

IF 14.7 4区管理学

Harvard business review Pub Date : 2020-08-13 DOI: 10.2307/j.ctt183p2h7.5

Stephen Denning

{"title":"Telling tales.","authors":"Stephen Denning","doi":"10.2307/j.ctt183p2h7.5","DOIUrl":"https://doi.org/10.2307/j.ctt183p2h7.5","url":null,"abstract":"A carefully chosen story can help the leader of an organization translate an abstract concept into a meaningful mandate for employees. The key is to know which narrative strategies are right for what circumstances. Knowledge management expert Stephen Denning explains that, for optimal effect, form should follow function. Challenging one professional storyteller's view that more is better, Denning points out that it's not always desirable (or practical) to launch into an epic that's jam-packed with complex characters, cleverly placed plot points, an intricate rising action, and a neatly resolved denouement. True, if listeners have time and interest, a narrative-savvy leader can use a vividly rendered tale to promote communication between management and staff, for instance, or even to foster collaboration--especially when the story is emotionally moving. However, if the aim is to motivate people to act when they might not be inclined to do so, it's best to take an approach that's light on detail. Otherwise, the particulars can bog listeners down and prevent them from focusing on the message. Drawing on his experiences at the World Bank and observations made elsewhere, the author provides several dos and don'ts for organizational storytellers, along with examples of narratives that get results. The sidebar \"A Storytelling Catalog\" presents seven distinct types of stories, the situations in which they should be told, and tips on how to tell them. Many of these aren't even stories in the \"well-told\" sense--they run the rhetorical gamut from one-liners to full-blown speeches--but they succeed because they're tailored to fit the situation. So even though it's common in business to favor the analytical over the anecdotal, leaders with the strength to push past some initial skepticism about the enterprise of storytelling will find that the creative effort pays off.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"82 5 1","pages":"122-9, 152"},"PeriodicalIF":14.7,"publicationDate":"2020-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49023799","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

20. Where Babies Come From 20.婴儿从何而来

IF 14.7 4区管理学

Harvard business review Pub Date : 2019-12-31 DOI: 10.1525/9780520961944-025

{"title":"20. Where Babies Come From","authors":"","doi":"10.1525/9780520961944-025","DOIUrl":"https://doi.org/10.1525/9780520961944-025","url":null,"abstract":"Persistent demand from people who have been denied the blessings of parenthood has created an assisted-reproduction market that stretches around the globe and encompasses hundreds of thousands of people. In the United States alone, nearly 41,000 children were born via in vitro fertilization (IVF) in 2001. Roughly 6,000 came from donated eggs, and almost 600 were carried by surrogate mothers. U.S. legislators have been reluctant to regulate this market. As a result, there are no national policies for IVF, which requires creating--and often discarding--embryos, or for many other technologies. State laws vary widely, and many states have no legislation on these subjects whatsoever. Although fertility specialists generally seem delighted to practice in an unregulated gray area, a modicum of regulation and the establishment of agreed-upon norms could lead to substantially lower prices, wider access, and an expansion of the market to the millions who have not yet sought out assisted reproduction. Among those millions are fertile individuals seeking to ensure that they'll be able to produce offspring in the future. For example, the technology already permits young women to freeze their eggs, thus preserving their fertility (in case, for instance, they marry late in life). The fertility trade is in some ways analogous to the markets for personal computers and DVD players, which were initially considered luxury items but migrated to the mass market, earning manufacturers the revenues to finance further innovation. A widening of availability and the introduction of property rights, rules, and institutional policies would make the marketplace more sensitive to the social, medical, and ethical issues that are emerging from the science. For example: Should there be age limits on infertility treatment? Should new procedures be subject to rigorous testing? It is time for U.S. society to begin discussion of these complex questions.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"1 1","pages":""},"PeriodicalIF":14.7,"publicationDate":"2019-12-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"67341413","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 17

Stop holding yourself back. 不要再退缩了。

IF 14.7 4区管理学

Harvard business review Pub Date : 2018-09-03 DOI: 10.4324/9780429494000-18

A. Morriss, R. Ely, F. Frei

{"title":"Stop holding yourself back.","authors":"A. Morriss, R. Ely, F. Frei","doi":"10.4324/9780429494000-18","DOIUrl":"https://doi.org/10.4324/9780429494000-18","url":null,"abstract":"After working with hundreds of leaders in a wide variety of organizations and in countries all over the globe, the authors found one very clear pattern: When it comes to meeting their leadership potential, many people unintentionally get in their own way. Five barriers in particular tend to keep promising managers from becoming exceptional leaders: People overemphasize personal goals, protect their public image, turn their competitors into two-dimensional enemies, go it alone instead of soliciting support and advice, and wait for permission to lead. Troy, a customer service manager, endangered his job and his company's reputation by focusing on protecting his position, not helping his team; when a trusted friend advised him to change his behavior, the results were striking. Anita's insistence on sticking to the tough personal she'd created for herself caused her to ignore the more intuitive part of the leadership equation, with disastrous results--until she let go of the need to appear invulnerable and reached out to another manager. Jon, a personal trainer who had virtually no experience with either youth development programs or urban life, opened a highly successful gym for inner-city kids at risk; he refused to be daunted by his lack of expertise and decided to simply \"go for it.\" As these and other examples from the authors' research demonstrate, being a leader means making an active decision to lead. Only then will the workforce--and society--benefit from the enormous amount of talent currently sitting on the bench.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"89 1-2 1","pages":"160-3, 183"},"PeriodicalIF":14.7,"publicationDate":"2018-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42513615","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 2

The Case for Capitation. 封顶的理由。

IF 14.7 4区管理学

Harvard business review Pub Date : 2016-07-01

Brent C James, Gregory P Poulsen

{"title":"The Case for Capitation.","authors":"Brent C James, Gregory P Poulsen","doi":"","DOIUrl":"","url":null,"abstract":"Recent studies suggest that at least 35%--and maybe over 5o%--of all health care spending in the U.S. is wasted on inadequate, unnecessary, and inefficient care and suboptimal business processes. But efforts to get rid of that waste face a huge challenge: Under current payment methods, the providers who develop more-cost-effective approaches don't receive any of the savings. Instead, the money goes mainly to insurers. The providers, who are paid for the volume of services delivered, end up actually losing money, which undermines their finances and their ability to invest in more cost-saving innovations. To address this quandary, say two top execs from the nonprofit Intermountain Healthcare system, we need a different way to pay for health care: population-based payment. PBP gives care delivery groups a fixed per-person payment that covers all of an individual's health care services in a given year. Under it, providers benefit from the savings of all efforts to attack waste, encouraging them to do it more. And though PBP may sound similar to the HMOs of the 1990s, there are significant twists: Payments go directly to care delivery groups, and patients' physicians--not insurance companies--assume responsibility for overseeing and managing the cost of treatment. Provider groups are also required to meet quality standards that further protect patients. By applying PBP in just part of its system, Intermountain, which serves 2 million people, has been able to chop $688 million in annual waste and bring total costs down 13%.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"94 7-8","pages":"102-11, 134"},"PeriodicalIF":14.7,"publicationDate":"2016-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"34665173","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

How to Pay for Health Care. 如何支付医疗保健。

IF 14.7 4区管理学

Harvard business review Pub Date : 2016-07-01

Michael E Porter, Robert S Kaplan

引用次数: 0

Leading the Team You Inherit. 领导你继承的团队。

IF 14.7 4区管理学

Harvard business review Pub Date : 2016-06-01

Michael D Watkins

引用次数: 0

Wicked Problem Solvers. 邪恶的问题解决者。

IF 14.7 4区管理学

Harvard business review Pub Date : 2016-06-01

Amy C Edmondson

引用次数: 0

The Secrets of Great Teamwork. 伟大团队合作的秘密。

IF 14.7 4区管理学

Harvard business review Pub Date : 2016-06-01

Martine Haas, Mark Mortensen

{"title":"The Secrets of Great Teamwork.","authors":"Martine Haas, Mark Mortensen","doi":"","DOIUrl":"","url":null,"abstract":"Over the years, as teams have grown more diverse, dispersed, digital, and dynamic, collaboration has become more complex. But though teams face new challenges, their success still depends on a core set of fundamentals. As J. Richard Hackman, who began researching teams in the 1970s, discovered, what matters most isn't the personalities or behavior of the team members; it's whether a team has a compelling direction, a strong structure, and a supportive context. In their own research, Haas and Mortensen have found that teams need those three \"enabling conditions\" now more than ever. But their work also revealed that today's teams are especially prone to two corrosive problems: \"us versus them\" thinking and incomplete information. Overcoming those pitfalls requires a new enabling condition: a shared mindset. This article details what team leaders should do to establish the four foundations for success. For instance, to promote a shared mindset, leaders should foster a common identity and common understanding among team members, with techniques such as \"structured unstructured time.\" The authors also describe how to evaluate a team's effectiveness, providing an assessment leaders can take to see what's working and where there's room for improvement.","PeriodicalId":12874,"journal":{"name":"Harvard business review","volume":"94 6","pages":"70-6, 117"},"PeriodicalIF":14.7,"publicationDate":"2016-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"34732174","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0