How to Deal with Resistance to Change
The real problem is not technical change but the human changes that often accompany technical innovations.| Harvard Business Review
New research has uncovered a paradoxical relationship between AI literacy and receptivity: Individuals with lower AI literacy are more likely to embrace AI, despite perceiving it as less capable and more ethically concerning. This enthusiasm stems from a sense of “magic” associated with AI’s capabilities. Conversely, those with higher AI literacy, who understand the mechanics behind AI, tend to lose interest as the mystique fades. The findings challenge the assumption that increased edu...| Harvard Business Review
As the demands of the workplace keep rising, many people respond by putting in ever longer hours, which inevitably leads to burnout that costs both the organization and the employee. Meanwhile, people take for granted what fuels their capacity to work—their energy. Increasing that capacity is the best way to get more done faster and better. Time is a finite resource, but energy is different. It has four wellsprings—the body, emotions, mind, and spirit—and in each, it can be systematical...| Harvard Business Review
The burdens of subordinates always seem to end up on the manager’s back. Here’s how to get rid of them.| Harvard Business Review
The real problem is not technical change but the human changes that often accompany technical innovations.| Harvard Business Review
Supervising employees requires many skill sets that are often different from an employee’s technical role.| Smart Church Management
Hated by bosses and subordinates alike, traditional performance appraisals have been abandoned by more than a third of U.S. companies. The annual review’s biggest limitation, the authors argue, is its emphasis on holding employees accountable for what they did last year, at the expense of improving performance now and in the future. That’s why many organizations are moving to more-frequent, development-focused conversations between managers and employees. The authors explain how performan...| Harvard Business Review
Extensive research shows that when employees get hands-on managerial support, they perform better than when they’re left to their own devices, but unnecessary or unwanted help can be demoralizing and counterproductive. So how do you intervene constructively? The authors share three key lessons learned during 10 years of study: (1) Step in only when people are engaged in a challenging task and ready to accept help; (2) clarify that your role is to offer assistance, not take over the project ...| Harvard Business Review
Reprint: R1312D High-performing knowledge workers often question whether managers actually contribute much, especially in a technical environment. Until recently, that was the case at Google, a company filled with self-starters who viewed management as more destructive than beneficial and as a distraction from “real work.” But when Google’s people analytics team examined the value of managers, applying the same rigorous research methods the company uses in its operations, it proved the ...| Harvard Business Review
What exactly is psychological safety? It’s a term that’s used a lot but is often misunderstood. In this piece, the author answers the following questions with input from Harvard Business School professor Amy Edmondson, who coined the phrase “team psychological safety”: 1) What is psychological safety? 2) Why is psychological safety important? 3) How has the idea evolved? 4) How do you know if your team has it? 5) How do you create psychological safety? 6) What are common misconceptions?| Harvard Business Review
Collaboration is taking over the workplace. According to data collected by the authors over the past two decades, the time spent by managers and employees in collaborative activities has ballooned by 50% or more. There is much to applaud about these developments—but when consumption of a valuable resource spikes that dramatically, it should also give us pause. At many companies, people spend around 80% of their time in meetings or answering colleagues’ requests, leaving little time for al...| Harvard Business Review
