The Value of Opposing Viewpoints

Team members aren’t always going to agree with leaders’ goals and strategies — but that’s not necessarily a bad thing. In certain circumstances, having disagreement among teams, and the discourse that this disagreement elicits, can translate into better success for certain types of teams who are tackling complex problems, according to new research from the University of Maryland’s Robert H. Smith School of Business.

Why Mood Matters in the Workplace

How Moods and Emotions Add Up to Organizational Effectiveness

Sure, people’s moods factor in to how their workday goes, but until now, research has largely ignored how feelings and emotions collectively affect organizational outcomes on the whole.

The research finds that organizations that harness employees’ moods and feelings — and actively manage and help workers with disruptive emotions — outperform organizations that ignore emotions or force members to suppress undesirable ones.

Practical Tips for Tackling the Daily Grind

Can We Undo the Effects of the Daily Grind?

For many of us, our working days are spent hunting for solutions to challenging conundrums, engaging in complex conversations and often making tough decisions. And each of those activities depletes personal resources, according to research.

Scholars call it “a kind of chronic day to day seepage.” Non-scholars often call it “the daily grind.”

Why the Budgeting Process Matters

"Making" the Numbers: How the Budgeting Process Creates Buy-In

Numbers drive action in organizations. Take a sales goal for example: Sales teams are focused on getting to that number to keep their jobs and win bonuses. But it’s the process of setting that goal that is the key to actually motivating individuals to hit the number, according to new research from the University of Maryland’s Robert H. Smith School of Business.

More May Not Always Be Merrier

When Venture Capital Syndication Gets Crowded

When two venture capital firms get together and collaborate, they can accomplish much more than either going solo — investing in a larger number of ventures, pooling each other’s judgment, and leveraging both firms’ networks. But when you throw more partners into the mix, something else also happens.


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