Understanding "people" people

Nearly all areas of business--not just sales and human resources--call for interpersonal savvy. Relational know-how comprises a greater variety of aptitudes than many executives think. Some people can "talk a dog off a meat truck," as the saying goes. Others are great at resolving interpersonal conflicts. Some have a knack for translating high-level concepts for the masses. And others thrive when they're managing a team. Since people do their best work when it most closely matches their interests, the authors contend, managers can increase productivity by taking into account employees' relational interests and skills when making personnel choices and project assignments. After analyzing psychological tests of more than 7,000 business professionals, the authors have identified four dimensions of relational work: influence, interpersonal facilitation, relational creativity, and team leadership. This article explains each one and offers practical advice to managers--how to build a well-balanced team, for instance, and how to gauge the relational skills of potential employees during interviews. To determine whether a job candidate excels in, say, relational creativity, ask her to describe her favorite advertising campaign, slogan, or image and tell you why she finds it to be so effective. Understanding these four dimensions will help you get optimal performance from your employees, appropriately reward their work, and assist them in setting career goals. It will also help you make better choices when it comes to your own career development. To get started, try the authors' free online assessment tool, which will measure both your orientation toward relational work in general and your interest level in each of its four dimensions.     

Consumer education and everyday futures work

The purpose of this article is to draft new tasks for consumer education in a transformed and transforming world and consumption situation. The basic claim is that consumer education needs to become empowering or emancipatory, and that this can be reached through emphasizing the futures aspect and skills concerning everyday futures work. The functions of traditional consumer education can be described as socializative, preventive and corrective. This is not enough in a rapidly changing world in which consumers face completely new challenges. Section 2 of this article studies changes focal to the individual consumer. In Section 3 I define the basic functions of a household as an economic unit, consumption and consumer education. In Section 4 I continue the analysis of the functions of consumer education with the help of the neologism everyday futures work, which is grounded on the application of Joseph Nuttin's theory of action. I also argue that to fulfill an empowering function, consumer education has to emphasize the futures aspect. The core concept here is futures-will, which highlights the dynamic character of human action. In Section 5 I suggest relevant solutions for consumer education in relation to the challenges and functions of consumption described above as well as explain how the enhancing of everyday futures work skills could be applied in the framework of the cycle of human action. I conclude the article by discussing some recent topics in consumer education to show that consumer education thinking is in some measure - even if not often explicitly expressed - converging with futures education.     

Transforming a conservative company--one laugh at a time.

You wouldn't think of Brady Corporation as an obvious place in which to find a fun culture. This traditional Midwestern company, a manufacturer of industrial signs and other identification products, didn't even allow employees to have coffee at their desks until 1989. But when Katherine Hudson became CEO in 1994, she and her executive team determined that injecting some fun into the company's serious culture could create positive effects within the organization and contribute to increased performance and sales. In this article, Hudson distills her approach to overhauling Brady's culture into six principles of serious fun: More people than you might think are comfortable having fun at work; used with an awareness of cultural sensitivities, fun and laughter really are well-understood international languages; humor can help companies get through tough times; fun can be embodied in formal programs; spontaneous efforts at humor can also be effective; and encouraging fun should begin at the top. She richly illustrates each principle with examples. At Brady, getting people to loosen up and enjoy themselves has fostered a company esprit de corps and greater team camaraderie. It has started conversations that have sparked innovation, helped to memorably convey corporate messages to employees, and increased productivity by reducing stress, among other benefits. And the company has doubled its sales and almost tripled its net income and market capitalization over the past seven years. Brady's experience suggests that promoting fun within the workplace can lead not only to a robust corporate culture but also to improved business performance.     

Surviving your new CEO

Almost 50% of the largest American firms will have a new CEO within the next four years; your company could very well be next. Senior executives know that a CEO transition means they're in for a round of firings, organizational reshuffles, and other unwelcome career changes. When your career suddenly depends on the views of a person you may not know, how worried should you be? According to the authors--very. They investigated the 2002-2004 CEO turnover rates of the top 1,000 U.S. companies and interviewed more than a dozen CEOs, each of whom had taken over at least one very large organization. Their study reveals that when a new CEO takes charge, remaining top managers are more likely than not to be shown the door. Those who leave often land in a lower position at a new company, work in a much smaller firm, or retire altogether. The news is not all grim, however. The interviewees offer some pointers on how to create a good impression and maximize your chances of survival and success under the new regime. Some of that advice may surprise you. One CEO pointed out, for instance, that "managers do not realize how much the CEO is looking for teammates on day one. I am amazed at how few people come through the door and say, 'I want to help. I may not be perfect, but I buy into your vision:" Other recommendations are more intuitive, such as learning the new CEO's working style, understanding her agenda, and helping her look good in her new position by achieving positive operating results--and soon. Along with the inevitable stresses, the authors point out, CEO transitions can provide opportunities. Whether you reinvigorate your career within your company or find fulfillment elsewhere, the key lies in deciding what you want to do--and then doing it right.     

How to keep A players productive

After graduating from Harvard Business School with highest honors, Jane rapidly moved up the corporate ladder at a large advertising firm, racking up promotions and responsibilities along the way. By the time she became the company's creative director, she was, in everyone's estimation, an A player--one of the organization's most gifted and productive employees. But although she received an extraordinarily generous pay package and had what some people considered to be one of the most stimulating jobs in the company, Jane felt underappreciated and was talking to head-hunters. Eventually, she was lured away to a competing company that, by her own admission, offered less-challenging work. Both Jane and the advertising firm she left behind lost out. Of course, not all A players are as vulnerable as Jane. Some superstars soar to stunning heights, needing little or no special attention, and have the natural self-confidence and brilliance to stay at the top of their game with elegance and grace. But as every manager knows, megastars with manageable egos are rare. Far more common are people like Jane who are striving to satisfy an inner need for recognition that is often a sign of irrationally low self-esteem. According to the author--an executive coach, management consultant, and former faculty member of the department of psychiatry at Harvard Medical School--if you do not carefully manage the often unconscious need A players have for kudos and appreciation, they will burn out in a way that is damaging to them and unproductive for you. The key is understanding what makes your A players tick. The author suggests that you assist your stars by offering them authentic praise, helping them set boundaries, and teaching them to play nicely with subordinates. In the process, you can turn these high performers into even more effective players.     

Welcome aboard (but don't change a thing)

Cheryl Hailstrom, the CEO of Lakeland Wonders, a manufacturer of high-quality wooden toys, is the first person outside the Swensen family to hold the top job. But she's not a stranger to this 94-year-old company: She'd been the COO of one of its largest customers and had worked with Lakeland to develop many best-selling products. Wally Swensen IV, the previous CEO, chose Cheryl because she knew how to generate profits and because he believed her energy and enthusiasm could take the company to the next level. Yet here she is, nearing her six-month anniversary, wondering why her expansive vision for the company isn't taking hold. She's tried to lead by example: traveling a pounding schedule to visit customers, setting aggressive project deadlines, and proposing a bonus schedule. She has a plan to reach the board's growth goals--going beyond Lakeland's core upscale market and launching into the midmarket with an exclusive toy contract with a new customer. The problem is that while Cheryl's senior managers are giving her the nod on the surface, they're all really dragging their feet. Some fear that offshore outsourcing will hurt their brand, not to mention make for tricky union negotiations. Others are balking at trying a new design firm. Is Cheryl pushing too much change too quickly? Should she bring in outsiders to speedily adopt the changes she envisions and overhaul Lakeland's corporate culture? Or should she keep trying to work with the current team? Commentators Kathleen Calcidise of Apple Retail Stores; executive coach Debra Benton; Dan Cohen, coauthor of The Heart of Change; and consultant Nina Aversano offer advice in this fictional case study.     

The case of the hidden harassment

The past year has seen a growing public awareness of sexual harassment in the workplace. The question of what constitutes sexual harassment and how to recognize it has been debated in the news, the courts, and Congress. This HBR case study is less concerned with defining it than with examining what a manager should do about it. When Filmore Trust manager Jerry Tarkwell found out one of his employees was being sexually harassed on the job, he thought he knew exactly what to do. Following company policy, he immediately notified the bank's equal employment office. Then he called Jill McNair, the employee being harassed. Her response dumbfounded him. "You had no right to call EEO before talking to me," McNair said angrily. Do you have any idea what could happen to me and to my career if people find out about this?" Tarkwell didn't understand; McNair wasn't to blame. He believed the only person who should be worried was the harasser. Tarkwell tried to spell out the procedure for her. "All you have to do is write a letter and ..." McNair cut him off. "If this gets investigated by EEO, everyone in the building could be questioned. I'll probably get transferred, and then I won't have a chance at promotion. And who'd want to work with me? Every man in the company would be afraid I'd report him if he so much as opened a door for me."(ABSTRACT TRUNCATED AT 250 WORDS)     

民族与人性回归之路：论达斡尔族女作家昳岚的散文

昳岚是当代达斡尔族优秀女作家.她的散文充满了强烈的民族意识与个性化的色彩.在她的作品中,我们可以看到由民族血脉和民族文化所酿生出的强烈的民族认同感和多元文化背景下执著的民族立场.同时,在物欲至上的时代,她拒绝尘俗,在“真、善、美”诗意人生的追寻上表现为建构一种更合理的生存状态与更完美的人性实现.     

Reawakening your passion for work

All of us struggle from time to time with the question of personal meaning: "Am I living the way I want to live?" For millions of people, the attacks of September 11 put the issue front and center, but most of us periodically take stock of our lives under far less dramatic circumstances. This type of questioning is healthy; business leaders need to go through it every few years to replenish their energy, creativity, and commitment--and their passion for work. In this article, the authors describe the signals that it's time to reevaluate your choices and illuminate strategies for responding to those signals. Such wake-up calls come in various forms. Some people feel trapped or bored and may realize that they have adjusted to the frustrations of their work to such an extent that they barely recognize themselves. For others, the signal comes when they are faced with an ethical challenge or suddenly discover their true calling. Once you have realized that it's time to take stock of your life, there are strategies to help you consider where you are, where you're headed, and where you want to be. Many people find that calling a time-out--either in the form of an intense, soul-searching exercise or a break from corporate life--is the best way to reconnect with their dreams. Other strategies include working with a coach, participating in an executive development program, scheduling regular time for self-reflection, and making small changes so that your work better reflects your values. People no longer expect their leaders to have all the answers, but they do expect them to try to keep their own passion alive and to support employees through that process.     

When salaries aren't secret

No one seemed to think Treece McDavitt was a malevolent employee. "Just mischievous," one person said. Whatever her motivation, the day before Treece was to leave RightNow!, an off-price women's fashion retailer, the 26-year-old computer wizard accessed HR's files and e-mailed employees' salaries to the entire staff. Now everyone knows what everyone else is making; they are either infuriated that they are making too little or embarrassed that they are making too much. Salary disparities are out there for everyone to see, and CEO Hank Adamson has to do something to smooth things over. Hank's trusted advisers talk extensively with the CEO about his options, ultimately coming down on two sides. Charlie Herald, vice president of human resources, takes a "You get a lemon, you make lemonade" approach: keep making the salaries public to ensure fairness and to push employees to higher performance, he advises. Meanwhile, CFO Harriet Duval sees the need for damage control: apologize, clean up the company's compensation system, and continue to keep--or at least try to keep--salaries private, she says. Should Hank side with Charlie or Harriet? Or perhaps find a compromise between their two views? What should he do about this serious salary debacle? Four commentators offer their advice on the problem presented in this fictional case study.     

On applied science, prediction and contingency

Like any other science, to remain a worthwhile scientific discipline, futures research needs to reflect on itself. It needs to do so from three perspectives: 1) futures research is regarded as an applied science: a closer connection between studying the future in an academic manner and conducting futures research can improve the quality and subsequently the use and impact of futures research, since this will set a cyclic process between theory and practice in motion. An important condition for ensuring this is to increase the amount of empirical research concerning the way futures research is carried out in real life; 2) a reappraisal of predicting the future: although history has shown that predicting the future is difficult, stating that, in the future, predictions will not be a part of futures research is in itself a prediction. In fact, predictions can serve as valuable starting points for discourses on the future; 3) the context of futures research: futures researchers should be more aware of the context in which they do their work. This can significantly enhance the usability of futures research but it also means that futures researchers should become more flexible in applying their methods and processes.     

Futures research and the IPCC assessment study on the effects of climate change

Mainly based on a survey of the occurrence of futures research-related references in the Intergovernmental Panel on Climate Change (IPCC) reports, I have investigated the contribution of futures research to the IPCC assessments of the effects of climate change. The assumption I have made here is that, if futures research has made a contribution to the IPCC assessment work, it should also be reflected in the references quoted or cited. I have also briefly commented on the activities by the futurists themselves regarding the future challenge of climate change. As a complement to the contribution survey, I ask and discuss to what degree futures research could and should be participating in a study like that of the IPCC. The survey of the futures research contributions showed that, up to now, futures research has been only modestly represented in the IPCC climate change effect assessment studies. The contribution both could and should have been more extensive than it has been up to the present, a view to which I return in the final discussion.     

Leadership development: perk or priority?

Karen Barton, Zendal Pharmaceuticals' senior vice president of human resources, was livid when COO Dave Palmer slashed her executive education budget by 75%. It must have been a mistake. Without funding there could be no in-house leadership development program, which was to be the first step toward a full-blown Zendal University. But it wasn't a mistake. Not that Palmer was against bold initiatives, but, as he patiently told Barton, sales were down 26%, and there was that $300 million debt Zendal took on when it acquired Premier Pharmaceuticals. As a result, Barton's budget wasn't the only one being cut. Palmer added that it wasn't clear what the return on investment of her proposed program--or any of her current ones for that matter--would be. Barton's analysis had been woefully short on quantitative benefits. Figuring ROI for people isn't the same as calculating the payback from a machine, Barton complained to friend and ally Carlos Freitas, head of the medical devices division. But Freitas disagreed: "If you want dollars, you have to show how you fit in with [management's] plans. You must be willing to fight for resources with the rest of us." Barton bristled: "Don't you see that my department is connected to all the others? Every division benefits from the HR budget." But she knew Freitas was right. She needed to make the case that doubling her budget was a smart move even in tough times. The question was, How? Four commentators--Susan Burnett, an HR executive at Hewlett-Packard; Mike Morrison, dean of the University of Toyota; Noel M. Tichy, professor at the University of Michigan Business School; and David Owens, vice president of Bausch & Lomb's corporate university--offer advice in this fictional case study.     

伊战女兵PTSD法律研究

Ⅰ. Two Stories about Female Soldiers Back From Iraq Plappert, 47, said she was raped by Iraqi men in 2003 at a store in Hillah, when she got separated from her group. By the time the Navy Re-serves commander returned home, she felt like she was "numb." "I didn't feel anything," she said during an interview at her town home in south-central Pennsylvania. When her kids, now ages 10 and 12, hugged her, "I felt like I was being suffocated."     

How (un) ethical are you?

Answer true or false: "I am an ethical manager." If you answered "true," here's an Uncomfortable fact: You're probably wrong. Most of us believe we can objectively size up a job candidate or a venture deal and reach a fair and rational conclusion that's in our, and our organization's, best interests. But more than two decades of psychological research indicates that most of us harbor unconscious biases that are often at odds with our consciously held beliefs. The flawed judgments arising from these biases are ethically problematic and undermine managers' fundamental work--to recruit and retain superior talent, boost individual and team performance, and collaborate effectively with partners. This article explores four related sources of unintentional unethical decision making. If you're surprised that a female colleague has poor people skills, you are displaying implicit bias--judging according to unconscious stereotypes rather than merit. Companies that give bonuses to employees who recommend their friends for open positions are encouraging ingroup bias--favoring people in their own circles. If you think you're better than the average worker in your company (and who doesn't?), you may be displaying the common tendency to overclaim credit. And although many conflicts of interest are overt, many more are subtle. Who knows, for instance, whether the promise of quick and certain payment figures into an attorney's recommendation to settle a winnable case rather than go to trial? How can you counter these biases if they're unconscious? Traditional ethics training is not enough. But by gathering better data, ridding the work environment of stereotypical cues, and broadening your mind-set when you make decisions, you can go a long way toward bringing your unconscious biases to light and submitting them to your conscious will.     

I know where I am going An essay of changing culture and value perspectives

This essay is motivated by concerns about an excessive competitive culture of research assessment in British academia. In Oriental cultures, interests are about the person. So often keenly asked questions are the personal ones such as “Who are you?" and “Where do you come from?" My narrative follows the motto of: via veritas vita, bridging Eastern and Western cultures. It is not evidence-based but is a reflective personal account of a journey of engagement in academic research ethos. The reader will appreciate that the reminiscences and reflections may be nostalgic, at times lamenting, but are invariably anecdotal, subjective and experiential. I can do little more than perhaps hold up a small mirror to reflect upon every-day life and values that puzzled me. The closing reflections show my angst regarding the changing culture, the rule of performance evaluation/rating and the micro-political agenda. I hope that this way of sharing personal experiences/perspectives may be of interest to others.     

Gendered society, gendered futures research

New fields of research, new approaches and branches of science enrich the scientific world-view and scientific toolbox. Below I employ concepts developed for a newcomer to the domain of science, feminist and women's research, in the field of futures research. The distinction between biological sex and sociocultural gender is a useful conceptual device. The sociocultural woman's or man's role is distinguished from being a biological woman or man. With the help of this distinction feminists have shown that, especially in science, there is a dominant male mode of thinking, which they call ‘the male bias'. The male bias in Western futures research gets its extreme expression in the forecasting approach. There are, though, early efforts to develop ‘female futures research' from practical work with women's futures to theoretical and utopian considerations. The female approach is but an embryo and should be developed further. To begin is to understand the dilemma.     

The ethnographic futures research method: An application to Thailand

Ethnographic Futures Research (EFR) is a method invented in 1976 which futures researchers employing a sociocultural approach can use with a sample of interviewees to elicit their perceptions and preferences among possible and probable alternative futures for their society and culture. EFR is an adaptation of the spirit and method of cultural anthropology and ethnography to the needs and constraints of futures research.     

Getting it right the second time

Once a business performs a complex activity well, the parent organization often wants to replicate that success. But doing that is surprisingly difficult, and businesses nearly always fail when they try to reproduce a best practice. The reason? People approaching best-practice replication are overly optimistic and overconfident. They try to perfect an operation that's running nearly flawlessly, or they try to piece together different practices to create the perfect hybrid. Getting it right the second time (and all the times after that) involves adjusting for overconfidence in your own abilities and imposing strict discipline on the process and the organization. The authors studied numerous business settings to find out how organizational routines were successfully reproduced, and they identified five steps for successful replication. First, make sure you've got something that can be copied and that's worth copying. Some processes don't lend themselves to duplication; others can be copied but maybe shouldn't be. Second, work from a single template. It provides proof success, performance measurements, a tactical approach, and a reference for when problems arise. Third, copy the example exactly, and fourth, make changes only after you achieve acceptable results. The people who developed the template have probably already encountered many of the problems you want to "fix," so it's best to create a working system before you introduce changes. Fifth, don't throw away the template. If your copy doesn't work, you can use the template to identify and solve problems. Best-practice replication, while less glamorous than pure innovation, contributes enormously to the bottom line of most companies. The article's examples--Banc One, Rank Xerox, Intel, Starbucks, and Re/Max Israel--prove that exact copying is a non-trivial, challenging accomplishment.