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
-
Free Agency (C): Negotiating as the Nuggets' Representative
Detert, James R.; Cullen, Kevin; Rosen, EvanCase DARDEN-OB-1361-ELeadership and People ManagementThis case set challenges students to consider the upcoming free agency decision-making of an NBA team by conducting some basic statistical analyses of three possible targets, all of whom are upcoming unrestricted free agents—Danny Glover, David Bowie, and Mike Meyers. Each of these players could potentially fit the team’s need to find a shooter and versatile defender at the forward position. Students are asked specifically to evaluate what each o...Starting at €5.74
-
Free Agency (A), (B), and (C) - Teaching note
Detert, James R.; Cullen, Kevin; Rosen, EvanTeaching Note DARDEN-OB-1359TN-ELeadership and People ManagementTeaching note for product OB-1359Starting at €0.00
-
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
-
Why Employees Are Afraid to Speak (Spanish version)
Detert, James R.; Edmondson, Amy C.Article HBS-F0705BLeadership 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
-
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
-
Controversy at K-State - Teaching note
Detert, James R.; Keatts, AbigailTeaching Note DARDEN-OB-1343TN-ELeadership and People ManagementTeaching note for product OB-1343Starting at €0.00
-
Defining Moments: Taken Advantage Of - Teaching Note
Detert, James R.; Black, ChristinaTeaching Note DARDEN-OB-1299TN-ELeadership and People ManagementTeaching Note for product OB-1299Starting at €0.00