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As robots are increasingly being incorporated into the workforce, one unexpected benefit is the ability to better assess the performance of their human counterparts on an individual level. Based on their research, the authors describe how having humans and robots work side by side can help busy managers more easily measure and improve workers' performance, and identify and reward top contributors.

Resistance to change can be a significant factor in the success or failure of changes. As such, researchers have spent more than a half century studying the causes of resistance and how to manage it. Much can be learned from resistance literature that applies to today's unparalleled, nonstop change in which an organization's ability to manage resistance to change can not only impact the change's success or failure but also determine whether an organization will survive or thrive. This article explores important lessons revealed via resistance literature, and more importantly, how such knowledge applies to managing change in the modern world. The article emphasizes the urgent need for organizations to become skilled at effectively managing change and resistance to change and offers recommendations on how they can do so.

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 1 begins this effort with stories of speaking up as an "independent thinker" and what that experience is like.

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 2 examines some of the individual and situational factors that support the capacity for thinking independently.

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 3 discusses examples of being an independent thinker without formal authority and considerations in how to become more persuasive with our ideas.

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 4 explores the process of leading change for those who have limited formal authority (i.e., who are not CEOs). It asks what you should do next if you are immediately successful in getting a green light on your idea, or whether and how to proceed if you don't get a green light. It also discusses some models and mindsets to help individuals implement change?

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 5 explores ways to promote independent thinking in a team and organization. Unlike prior chapters, it assumes one is doing so from a position of formal authority in their group and/or organization. It explores a wide range of techniques and mindsets for avoiding groupthink and surfacing the best thinking within a team.

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 6 explores the role of regret and whether, over the long term, we regret taking action more than doing nothing. In addition to exploring what the psychology of regret teaches us, the chapter looks at the concept of self-efficacy, including its sources, which can enable individuals to act and think independently.

Tourism, the fulcrum of the livelihoods for residents of Jaisalmer, India, was significantly affected during the second wave of the COVID-19 pandemic that occurred in January 2021. The situation worsened when SpiceJet, the only airline operator of Jaisalmer, announced the suspension of its operations, citing low passenger load and high operating costs. With the support of Ashish Modi, their district administrator, the Jaisalmer community tackled the issue using a first-of-its-kind initiative called "the citizen-airline partnership model." The interplay between the Jaisalmer community and SpiceJet management unveiled finer aspects of negotiation during a crisis. Would the model succeed in a win-win negotiation?

The founders of Dutch professional services firm Schuberg Philis, and the new leadership team entrusted with the day-to-day management, must set the path forward in 2019. The company has grown into a €70 million revenue strong IT provider with top ranks in the industry's yearly customer satisfaction surveys, yet its journey has not been without bumps. In 2010, it had to stop customer acquisition for a few years, as mounting workload and their 100% commitment to satisfy customers put too much pressure on its teams. Despite adjustments to its culture with more focus on employees as well as customers, tensions built up again during the next growth phase, leading to a reorganization with leadership handover in 2017 to become more scalable. Two years later, the founders and their management team now have to decide if their organization is ready for another ambitious growth plan, aiming for a 5-fold growth in staff and revenues by 2025.

Three years into their "Ambition" growth plan, in 2022, the management team of Dutch professional service firm Schuberg Philis is taking stock. The global COVID-19 pandemic and other headwinds required adjustments to their growth targets, but they believe that their organization's strong performance throughout these uncertain times, as well as their now more human-centric culture, make them well positioned to meet whatever challenges may lay ahead.

Often organizations need to apologize for a situation caused by a poor decision or by the actions of one of their employees. There are also times when individuals need to make a public apology about something they have said or done. This case gives students an opportunity to put themselves in the place of Lara Spencer, co-host of Good Morning America, apologizing for comments she made in 2019 about the United Kingdom's Prince George and his grade school curriculum, which included computer programming, religious studies, poetry, and ballet. Critics quickly called Spencer to task for making light of boys and men who dance.

Even in a turbulent environment where employees are facing job insecurity, leadership changes, or reorgs, managers can take steps to give their team members a sense of stability and help mitigate their anxiety. The author suggests seven ways managers can support their teams during times of instability to help restore employees' sense of control and maintain their motivation.

In this short vignette on ethics in consulting, Daniel Lee, a new Associate assigned to work with an important client executive, must decide whether to report the executive's behavior toward his team. Though the executive's style seems harsh and intimidating toward his staff, Lee questions his responsibility as an outsider. Though a Partner on his team advises him to do nothing, he still feels uneasy about letting the matter go.

This case is a set of five vignettes describing career shocks experienced by managers. The stories behind the vignettes were presented by respective protagonists to an executive coach immediately after experiencing a career shock. They can be used for discussion of the topic of career shocks or as exercises in executive coaching or career counseling.

Four new books investigate how language connects, differentiates, and enlightens us. Viorica Marian's The Power of Language explores the benefits of multilingualism. People who are multilingual perform better on executive-functioning tasks, for instance, and draw more novel connections. In A Myriad of Tongues, author Caleb Everett notes that more than 7,000 languages exist today. And while academics traditionally looked for commonalities among languages, recent research has focused on how languages diverge, and what those differences can teach us. A third book, Magic Words, by Wharton professor Jonah Berger, examines how specific words can carry an oversize impact, making them more likely to change hearts and minds or drive change. By contrast, Dan Lyons's STFU reminds readers that sometimes saying nothing is the best approach. "All of us," he writes, "stand to gain by speaking less, listening more, and communicating with intention." His book offers advice on how to do that, whether online, at work, or at home.

This exercise stages a data-analysis task within the world of US men's college basketball. The National Collegiate Athletics Association (NCAA) Division 1 Men's Basketball Championship Tournament, known as ""March Madness,"" begins every March with 68 college teams and concludes in April with 1 champion. It is one of the biggest sporting events of the year in the United States-a multi-billion-dollar endeavor that is wildly popular with fans and that brings tremendous energy to the specific schools involved. The tournament, which is played across three weeks, begins with a ""First Four"" play-in round where 8 teams play four games to bring the field down to 64 teams. Two of the First Four games are played between the 4 lowest-ranked teams, and two are played between the four lowest-ranked ""at-large"" teams. Then a six-round single-elimination tournament is conducted with the 64 remaining teams, with two rounds played each weekend. The last weekend is known as the ""Final Four."" Each year, a selection committee comprising university athletic directors and conference commissioners chooses which teams will participate in the tournament and then seeds the teams-that is, ranks them from best to worst to assign matchups. But how the committee chooses to define ""best"" is imprecise. Students are tasked with examining the provided dataset, which contains information on prior selections and subsequent team performance, and then determining what past committees have prioritized in selecting at-large teams. Students must then take on the role of advising the committee on how to proceed with its next selection round. Does the committee get it right, or should it do things differently going forward?

Handout for Exercise UV8721

Spreadsheet Supplement for Exercise UV8721