In this Idea Report, we investigate the latest applications of growth mindset through in-depth interviews with 20 organizations in the U.S., Australia, and Europe. We also trace its origins in an in-depth Q&A with Carol Dweck, the Stanford psychologist who discovered it. The result is an expansive look at how the concept of growth mindset has evolved and how organizations are embedding it to support change and transformation efforts.
How Culture Change Really Happens
Culture isn’t a mystery. It’s shared everyday habits. Here’s how to shape them.
The biggest challenge organizations face when changing culture is developing long-term behavior patterns as quickly and as cost-effectively as possible. Most approaches to culture change fall short because they focus almost entirely on raising awareness.
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Your Brain Isn’t a Computer
and Organizations Shouldn’t Treat it Like One
Featuring Lisa Son, Associate Professor of Psychology
Barnard College, Columbia University
We expect ourselves — and our colleagues — to behave like computers. But the best learning happens when we embrace the human brain.
How Diversity Defeats Groupthink
Groupthink played a part in some of the worst decisions in recent political and business history. In this article, read about how the concept was discovered, and why diversity is the perfect tool for mitigating it.
The Science of Speaking Up
Giving employees a voice enables smarter decisions — and saves lives.
Featuring Mona Weiss, Senior Researcher
University of Leipzig, Germany
In any meeting, there are people who speak up and those who stay silent. New research calls on leaders to empower the quiet ones — for better decisions, improved reputations, and the health of the organization. As we detail in this magazine-style report, employee voice can literally save lives.
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Despite the benefits, many companies are reluctant to nix traditional written performance reviews and ratings because of concerns about legal risk. Three myths underlie their reluctance. First, they believe performance reviews contain information that is helpful or reliable when defending against legal claims. Second, they worry that it will expose their company to lawsuits if they are lacking documentation that could protect them from legal risk. Third, they believe that written reviews are required by law.Drawing on neuroscience, we discuss how unconscious processes lead annual performance reviews and ratings to be biased and therefore inaccurate, and why that trend is likely to continue as long as annual performance reviews and ratings are relied upon. As a result of these inaccuracies, annual performance reviews and ratings are dramatically more helpful to employees than employers in legal cases.
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With global markets, work cultures, and technology evolving in unprecedented ways, HR and business professionals have been taking a hard look at performance management (PM) to better support individual and organizational performance. In today’s organizations, work priorities change frequently, and employees often work in cross-functional teams without direct oversight from their managers.
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The NeuroLeadership Institute (NLI) has been closely studying the move away from performance ratings since 2011, when a few organizations had publicly made the shift. By fall of 2015, between 50 and 70 large companies had abolished ratings-centric performance management (PM), including Accenture, Deloitte, and GE.
As others consider following suit, they naturally have questions about the challenges, benefits, and implementation of “non-ratings-centric” PM. The experience of a small number of these companies has been catalogued but there are few larger-scale analyses of PM innovators.
This report is one of the largest field studies to date of organizations who have made the leap beyond appraisal scores…
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