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For the past quarter-century, the field of social cognition has documented a number of ways in which individuals and groups are prone to make characteristic errors when judging others. This note examines the ways in which these tendencies pose difficulties for negotiation and conflict resolution, by exaggerating differences between people, and by exacerbating the conflict escalation cycle. This note emphasizes the process of biased assimilation of information. In addition to reviewing basic research in these areas, including a discussion of "naive realism," a number of organizational examples are used to illustrate the various phenomena. Finally, prescriptions on how to avoid these problems are offered.

For the past quarter-century, the field of social cognition has documented a number of ways in which individuals and groups are prone to make characteristic errors when judging others. This note examines the ways in which these tendencies pose difficulties for negotiation and conflict resolution, by exaggerating differences between people, and by exacerbating the conflict escalation cycle. This part emphasizes the problem of partisan perceptions. In addition to reviewing basic research in these areas, including a discussion of "naive realism," a number of organizational examples are used to illustrate the various phenomena. Finally, prescriptions on how to avoid these problems are offered.

Discusses typical problems experienced by managers in conducting performance appraisal interviews. The underlying causes of these problems are analyzed and ideas are presented that might help managers overcome these problems. A rewritten version of an earlier note.

Provides an integrated framework for creating customer value and managing the firm profitably. Focuses on the use of product/service line management and effective customer service to achieve customer satisfaction and high profitability.

Introduces students to Peter Black's tactical approach toward building coalitions.

Offers a brief overview of economic thinking about the nature of money and about how the central bank can affect the economy through monetary policy.

This note presents a six-step model of leadership effectiveness: (1) clarifying who you are (personal values and mission), (2) clarifying what you want (strategic vision), (3) clarifying what others can contribute (participative leadership), (4) supporting others so they can contribute (organizational redesign), (5) relentlessness, and (6) monitoring and celebrating progress.

This note describes the world-class-performance model developed by Doug Newburg at the U.Va. Medical Center. Newburg's sample includes Olympic athletes, successful CEOs, world-famous musicians, and leading heart surgeons. The model also relates to the concept of "flow" and suggests an answer to the question, "What is the meaning of life?" The note is useful in courses on leadership, career management, and organizational behavior.

Moral theories provide us with reasonable criteria for making moral judgments and evaluating decisions and actions. There is, however, one difficulty with approaching moral reasoning strictly from a "moral-theories" approach: Despite their knowledge of ethical theories, intelligent, reasonable people make moral mistakes. These mistakes cannot be attributed solely to ignorance or insensitivity or even merely to weakness of character, but rather to a paucity of moral imagination. Moral judgments involve a delicate balance of context, evaluation, projection of moral standards, and imagination. The linchpin of this process is a highly developed moral imagination that perceives the nuances of a situation, challenges the framework or scheme in which the event is embedded, and imagines how it might be different.

Describes the construction of the balance of payments and defines frequently used measures taken from the balance of payments.

A manager's ability to build profitable firms depends upon the business environment within which firms interact. This note presents a framework to help understand, anticipate, and perhaps foster changes in the business environment. Describes building a picture of the business environment as country analysis. The country analysis framework has three interdependent components of strategy, context, and performance. Focuses on identifying and evaluating the national and international context. In particular, clarifies the role state actors, nonfirm organizations, and "rules of the game" can play in firm decision making.

Introduces the concept of fiscal policy.

A brief introduction to simulation--what it is, why it's used, etc. Meant to set context for a first class on simulation. A rewritten version of an earlier note.

This note discusses the ranking of creditors in a bankruptcy, why financial institutions secure collateral when extending a loan and how a lender accesses collateral.

Provides general background on the taxation of corporate securities, and shows how the inconsistent taxation of functionally-similar securities can permit financial engineers to bear tax risk to earn positive returns. Designed to be used with Times Mirror Co. PEPS Proposal Review, so that students can understand and calculate the tax-driven sources of value from Times Mirror's use of a PEPS to monetize its holdings in Netscape.

Describes the content of the Corporate Financial Engineering (CFE) course at HBS. Used on the first day of class to let students know what the course will cover and the main ideas to be developed in CFE.

Introduces the concept of national income accounting. This note: 1) defines GDP and provides examples; 2) discusses the differences between GDP and GNP; 3) presents both the expenditure and income decompositions of GDP; and 4) defines the relationships among net savings, net exports, and the fiscal debate.

A framework for assessing new business opportunities and the business plans used to describe them is developed. Useful for aspiring entrepreneurs in MBA programs.

Presents the 7-S framework. This framework offers managers a tool for diagnosing problems in their organizations and for proposing corrective courses of action. May be used with cases that deal with organizational alignment.

This note discusses several ways in which venture-backed firms can be valued, including comparables, net present value, decision-tree analysis, and the "venture capital method."