LDRLB
APRIL 21, 2014
I’m writing a few articles right now in collaboration with people actually around the world, some of them are European and Israeli, about behavioral economics and its implications, all the implications that come from behavioral economic studies to law and policy and also just organizational behavior and how firms do business.
Harvard Business Review
OCTOBER 11, 2011
To fix this problem, the team asked themselves some simple questions about the decision-making culture: To what extent are decisions currently made by consensus or by the CEO (on a scale of 1-10)? Any management team can assess its culture by asking these kinds of simple questions across a range of organizational behaviors.
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Harvard Business Review
MAY 30, 2012
This can work reasonably well if the right mix of aggressive risk-takers and cautious risk-avoiders are present, and if the traditional rules encourage optimal organizational behavior and evolution. It can also work badly. Risk managers employ a variety of tools to align individual risk decisions to organization-wide risk appetite.
Harvard Business Review
MAY 16, 2011
It sets in when people collaborate on the wrong things or when collaboration efforts get bogged down in endless discussions and consensus decision-making in which no one is clearly accountable. The alternative problem is that collaboration sometimes goes too far. The result is slow and poor execution.
Leading Blog
AUGUST 21, 2012
We cannot achieve and maintain alignment without consensus and conviction about The Main Thing. Labovitz is the founder and CEO of ODI, an international management training and consulting company, and professor of management and organizational behavior at the Boston University Graduate School of Management. Dr. George H.
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