This website uses technical, customisation and analytical cookies, both first-party and third-party, to anonymously facilitate browsing and analyse statistics on use of the website. Learn more
Search results
-
Humildad, una capacidad básica en la era de las máquinas inteligentes
Hess, Edward D.Article ART-3098Business Ethics and Corporate Social Responsibility, Leadership and People ManagementLa mayoría de nosotros nos consideramos bastante inteligentes. De lo contrario, no habríamos logrado nuestro actual puesto directivo. Pero el tipo de pensamiento que te llevó hasta aquí no bastará en la era de las máquinas inteligentes, en la que la tecnología será más inteligente que nosotros. Para hacer frente a la competencia por los trabajos que queden, debemos abandonar mentalidades y comportamientos anticuados en favor de lo que el autor de...Starting at €8.20
-
Why Employees Are Afraid to Speak
Detert, James R.; Edmondson, Amy C.Article HBS-F0705B-ELeadership and People ManagementIn a word--self-preservation. And they're just as afraid to share innovative ideas as to blow the whistle.Starting at €8.20
-
Cultivating Everyday Courage
Detert, James R.Article HBS-R1806K-EIn many stories we hear about workplace courage, the people who fight for positive change end up ostracized or lose their jobs. Most acts of courage don't come from whistle-blowers or organizational martyrs, however. They come from respected insiders at all levels who take action because they believe it's the right thing to do. And when they manage the process well, they don't necessarily pay a high price; indeed, they may see their status rise. ...Starting at €8.20
-
Debunking Four Myths About Employee Silence
Detert, James R.; Burris, Ethan R.; Harrison, David A.Article HBS-F1006B-ELeadership and People ManagementThe most common reason workers aren't frank with you isn't fear of retribution. It's a sense of futility.Starting at €8.20
-
Get the Boss to Buy In
Ashford, Susan J.; Detert, James R.Article HBS-R1501E-EFor organizations to prosper, managers in the middle ranks must feel empowered to identify and promote the need for change. People at this level gather valuable intelligence from direct contact with customers, suppliers, and colleagues; they can often see when the market is ripe for a certain offering, for instance, or spot signs that a partnership won't work. But for many reasons, ranging from a fear of negative consequences to compliance with...Starting at €8.20
-
SecureWorks - Teaching Note
Hess, Edward D.Teaching Note DARDEN-ENT-0140TN-EEntrepreneurshipTeaching note for product ENT-0140Starting at €0.00
-
Can Your Employees Really Speak Freely
Detert, James R.; Burris, Ethan R.Article HBS-R1601F-ELeadership and People ManagementNo matter how approachable you may be as a manager, chances are good that your employees are withholding valuable intelligence from you. Research shows that many people are more likely to keep mum than to raise important questions or suggest new ideas. Companies use a variety of tactics to get people to open up, like "climate" surveys and all-staff feedback sessions. But they usually fall short for two key reasons: a fear of consequences and a ...Starting at €8.20
-
Students Helping Honduras - Teaching Note
Hess, Edward D.Teaching Note DARDEN-ENT-0105TN-EEntrepreneurshipTeaching note for product ENT-0105Starting at €0.00
-
Demandforce: Pursuing Entrepreneurial Dreams - Teaching Note
Freeland, James R.; Hess, Edward D.Teaching Note DARDEN-ENT-0198TN-EEntrepreneurshipTeaching note for product ENT-0198Starting at €0.00
-
3 Fellers Bakery - Teaching Note
Hess, Edward D.Teaching Note DARDEN-ENT-0137TN-EEntrepreneurshipTeaching note for product ENT-0137Starting at €0.00