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78 items were found using the following search criteria
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The New Psychology of Strategic Leadership
Gavetti, GiovanniArticle HBS-R1107K-EStrategyFirms in an industry typically cluster around a few strategic positions, and the intense competition on those occupied "mountaintops" makes it hard for firms to gain attractive returns. Superior opportunities lie on unoccupied mountaintops. Yet because those opportunities are "cognitively distant"-far from the status quo-strategists have trouble recognizing and acting on them. Competition, therefore, is weak. Most managers are trained to analyze ...Starting at €8.20
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Discovery Skill #1: Associating-How Making Connections Across Seemingly Unrelated Fields and Disciplines Triggers Your Innovative Powers
Dyer, Jeffrey H.; Gregersen, Hal B.; Christensen, Clayton M.Book Chapter HBS-8370BC-EKnowledge and CommunicationWhen it comes to disruptive innovation, you don't have to start from scratch to create something new. Asking questions and fusing knowledge across disciplines and industries are the keys to improving your aptitude for association, a cognitive skill that lies at the core of innovation. In this chapter, authors Jeff Dyer, Hal Gregersen, and Clayton Christensen teach you how to strengthen your capacity for associating by describing how companies suc...Starting at €8.20
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Reclaim Your Creative Confidence
Kelley, Tom; Kelley, DavidArticle HBS-R1212K-EMost people are born creative. But over time, a lot of us learn to stifle those impulses. We become warier of judgment, more cautious, more analytical. The world seems to divide into "creatives" and "noncreatives," and too many people resign themselves to the latter category. And yet we know that creativity is essential to success in any discipline or industry. The good news, according to authors Tom Kelley and David Kelley of IDEO, is that we al...Starting at €8.20
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Your Brain at Work
Waytz, Adam; Mason, MaliaArticle HBS-R1307J-ELeadership and People ManagementRecently, technological advances have led neuroscientists to develop a new and more sophisticated framework. It shifts the focus of study from the activity of specific brain regions to how networks of brain regions activate in concurrent patterns. In this article, two experts in brain science explain important discoveries that have been made about four key networks: the default network, which is engaged in introspection and in imagining a differe...Starting at €8.20
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The Focused Leader
Goleman, DanielArticle HBS-R1312B-EAttention is the basis of the most essential of leadership skills--emotional, organizational, and strategic intelligence. And never has it been under greater assault. If leaders are to direct the attention of their employees toward strategy and innovation, they must first learn to focus their own attention, in three broad ways: on themselves, on others, and on the wider world. Every leader needs to cultivate this triad of awareness, in abundanc...Starting at €8.20
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The Focused Leader (Spanish version)
Goleman, DanielArticle HBS-R1312BStrategyThey are in touch with their inner feelings, they can control their impulses, they are aware of how others see them, they can weed out distractions and also allow their minds to roam widely, free of preconceptions.Starting at €8.20
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Coaching the Toxic Leader
Kets de Vries, Manfred F.R.Article HBS-R1404H-EIn his work as an executive coach, psychotherapist Kets de Vries sometimes comes across bosses with mental demons. The four kinds he encounters most frequently are pathological narcissists, who are selfish and entitled, have grandiose fantasies, and pursue power at all costs; manic-depressives, who can leave a trail of emotional blazes behind them; passive-aggressives, who shy away from confrontation but are obstructive and under-handed; and the ...Starting at €8.20
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In the Afternoon, the Moral Slope Gets Slipperier
Kouchaki, Maryam; O'Connell, AndrewArticle HBS-F1405D-ELeadership and People ManagementA new study suggests that as the day wears on, people's tendency to be dishonest goes up.Starting at €8.20
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Becoming a First-Class Noticer
Bazerman, Max H.Article HBS-R1407L-EWe'd like to think that no smart, upstanding manager would ever overlook or turn a blind eye to threats or wrongdoing that ultimately imperil his or her business. Yet it happens all the time. We fall prey to obstacles that obscure or drown out important signals that things are amiss. Becoming a "first-class noticer," says Max H. Bazerman, a professor at Harvard Business School, requires conscious effort to fight ambiguity, motivated blindness, co...Starting at €8.20
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Outsmart Your Own Biases
Soll, Jack; Milkman, Katherine L.; Payne, John W.Article HBS-R1505D-ELeadership and People ManagementWhen making decisions, we all rely too heavily on intuition and use flawed reasoning. But it's possible to fight these pernicious sources of bias by learning to spot them and using the techniques presented in this article, gleaned from the latest researchStarting at €8.20