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106 items were found using the following search criteria
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Teaching Smart People How to Learn
Argyris, ChrisArticle HBS-91301-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Competitive success depends on learning, but most people, including professionals in leadership positions, are not very good at it. Learning is a function of how people reason about their own behavior. Yet most people engage in defensive reasoning when confronted ...Starting at €8.20
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The Work of Leadership (Spanish version)
Heifetz, Ronald A.; Laurie, Donald L.Article HBS-R0111KLeadership and People ManagementChanges in societies, markets, and technologies around the globe constantly force businesses to clarify their values, develop new strategies, and learn new ways to operate. The most important task for leaders in the face of such challenges is mobilizing people throughout their organizations to do adaptive work. In this HBR article from 1997, the authors suggest that the prevailing notion that leadership consists of having a vision and aligning p...Starting at €8.20
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Skeleton in the Corporate Closet (HBR Case Study and Commentary)
Kirby, JuliaArticle HBS-R0206A-ELeadership and People ManagementPreparations for GPC's 75th anniversary are in full swing when the company archivist, David Fisher, uncovers a stash of letters from the founder to a wartime sweetheart. Amid Hud Parker's declarations of devotion is a page featuring formulas for GPC's first product, Parkelite. But it seems clear from the document that Hud Parker was not the miracle plastic's true inventor. David recalls that a lawsuit was brought against the company in 1938 by th...Starting at €8.20
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Theater Tools for Team Building (Spanish version)
Ferris, William P.Article HBS-F0212DLeadership and People ManagementA small software company has remarkable success repairing its dysfunctional organizational dynamics through a form of improvisational theater. The key is an exercise in which actions truly speak louder than words.Starting at €8.20
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The Disasters You Should Have Seen Coming (Spanish version)
Watkins, Michael D.; Bazerman, Max H.Article HBS-R0303ELeadership and People Managementpsychological, organizational, and political. To address these vulnerabilities, the authors recommend the RPM approach. More than just the usual environmental scanning and contingency planning, RPM requires a chain of actions--recognizing, prioritizing, and mobilizing--that companies must meticulously adhere to. Failure to apply any one of these steps, the authors say, can leave an organization vulnerable.Starting at €8.20
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Preparing for Evil (Spanish version)
Mitroff, Ian I.; Alpaslan, Murat C.Article HBS-R0304JLeadership and People ManagementHow can you plan for every crisis that might occur, even for ones you can't imagine? The authors' 20 years of research shows that three out of four Fortune 500 companies are prepared to handle only the types of calamities they've already suffered, and not even all of those. That's unfortunate because the research also shows that the crisis-prepared companies fare better financially, have stronger reputations, and ultimately stay in business longe...Starting at €8.20
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Management Lessons from Mars (Spanish version)
MacCormack, AlanArticle HBS-F0405ALeadership and People ManagementNASA's fabled Faster, Better, Cheaper initiative sped up the agency's spacecraft development. But when missions began to fail, it was faulty organizational learning--not hardware--that was to blame.Starting at €8.20
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Look First to Failure (Spanish version)
Petroski, HenryArticle HBS-F0410ALeadership and People ManagementWhy shouldn't engineers study success? Because failures tell you so much more, civil engineering professor Henry Petroski contends.Starting at €8.20
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Measures That Drive Performance (Spanish version)
Kaplan, Robert S.; Norton, David P.Article HBS-R0507QStrategyHow do customers see us? What must we excel at? Can we continue to improve and create value? How do we appear to shareholders? By looking at all of these parameters, managers can determine whether improvements in one area have come at the expense of another. Armed with that knowledge, the authors say, executives can glean a complete picture of where the company stands--and where it's headed.Starting at €8.20
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Learning in the Thick of It (Spanish version)
Darling, Marilyn; Parry, Charles; Moore, JosephArticle HBS-R0507GLeadership and People ManagementLessons must benefit the team that extracts them; the AAR process must start at the beginning of the activity; lessons must link explicitly to future actions; and leaders must hold everyone, especially themselves, accountable for learning.Starting at €8.20