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Triple Portrait of Cardinal de Richelieu, Philippe de Champaigne, 1642 (Courtesy: National Gallery, London)

How Bringing Self to Work Inspires Ethical Behaviour

Idea posted: December 2018
  • Learning & Behaviour

People have different ‘selves’: the same person might be a politician, a grandparent, an avid golfer, and an aspiring novelist, for example. New research shows that if you believe that how you act in one self reflects who you are in all your selves — for example, being a ruthless politician makes you a ruthless person as a whole — you are less likely to commit immoral acts. This research offers new evidence that encouraging employees to bring their personal selves to work encourages moral behaviours and ethical decisions in the workplace.

Idea #722
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Source: Pixabay

Typical Air Quality in Offices Hurts Cognitive Function

Idea posted: September 2017
  • CSR & Governance
  • Learning & Behaviour
  • Operations

Controlled laboratory experiments yield evidence that air quality in conventional offices will impact our cognitive abilities, compared to the quality in ‘green’ offices and buildings.

Idea #669
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Beating Bias through Mindfulness Meditation

Idea posted: September 2013
  • Leadership & Change
  • Learning & Behaviour

Mindfulness meditation, the practice of clearing one’s mind of all other thoughts but the ‘present moment’, partly by focusing on the physical sensation of breathing, has long been associated with personal feelings of ‘wellbeing’ and positivity. But it has wider, more practical, benefits. New research suggests that leaders who use the technique are more likely to be resistant to the decision-making curse of ‘sunk cost bias’ — and, consequently, more likely to create value.

Idea #225
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King Lear, a UK TV film version, 2008, starring Sir Ian McKellen, Frances Barber, Romola Garai, Jonathan Hyde and Sylvester McCoy; directed by Sir Tevor Nunn and produced by Paul Wheeler for Channel 4

When Allowing Decision Latitude Can Backfire

Idea posted: September 2013
  • Leadership & Change
  • Learning & Behaviour

The best leaders today avoid micromanaging their employees, recognizing that giving employees job autonomy and decision latitude — allowing employees to make decisions concerning their work — will result in greater motivation and better performance. New research, however, shows that too much decision latitude can backfire. Instead of being viewed as effective and conscientious leaders, the research shows managers who give their employees too much discretion and freedom in decisions and managing their work will be viewed as not being conscientious about their work.

Idea #212
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Running Along the Beach, Joaquin Sorolla, 1908 (Source: Wikipaintings)

Vitality, Learning and Sustainable Performance

Idea posted: February 2013
  • Leadership & Change
  • Learning & Behaviour

Happy employees produce more than unhappy ones; they show up at work routinely, they are less likely to quit, they go above and beyond the call of duty, and they attract people who are just as committed to the job as they are. This Idea looks at what steps we can take as managers to help employees thrive at work, to be a happy and consistently high-performing workforce that is more loyal and more productive for the organization. 

Idea #024
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Samurai at a Waterfall, 19th Century Japanese Woodblock Print, Fuji Arts

Grapes of Wrath: How Self Control Leads to Anger

Idea posted: January 2013
  • CSR & Governance
  • Leadership & Change
  • Learning & Behaviour
  • Marketing
  • Operations

Does making a healthy food choice make us angry? In an important piece of consumer research, a relationship is found to exist between exerting self-control, and a preference toward ‘themes of anger’ in e.g. entertainment. This mismatch - getting irritated by our own self-control - has far-reaching implications for marketers and policy-makers as we try to further understand consumer behaviour.

Idea #034
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