The personal interaction proved to be central to understanding each other’s thinking and finding adaptive actions in each situation. It had a massive effect on the ability to find good solutions, especially because the goal conflict was unique in each case. Mental health issues are complex, but so are the needs of military units and their commanders. Perhaps most remarkable is the origin of the difference in problem-solving capacity: just a simple change in organizational structure that regulated which care providers interacted with which commanders created a total change in how these interactions were done. It’s an important lesson for organizational design – how it is done determines what happens later.
DiBenigno, Julia. 2017. “Anchored Personalization in Managing Goal Conflict between Professional Groups: The Case of U.S. Army Mental Health Care.” Administrative Science Quarterly, forthcoming: 0001839217714024.
|Occupy Wall Street protest with union members|
Protests outside create unions inside, except when there are laws outside that make unions less necessary. What does that mean for our situation now? The laws outside are being weakened, and protests are getting stronger. Could it be a time for more unions?
There are two important trends in the world of business today. The first is that traditional large corporations are gradually becoming less important, as new technologies, improved markets, and better financing allow smaller firms to be founded and operate more easily. My predecessor as editor of the journal Administrative Science Quarterly, Jerry Davis, has written a book on that. There is also another trend that seems to indicate that the opposite is happening. There is a small set of extremely large corporations in services, industry, and finance that are amassing exceptional power. Added up, these trends mean that the number of somewhat-large, but not the largest, corporations is declining.
This concern is based on research evidence from a paper in Administrative Science Quarterly by Seth Carnahan and Brad Greenwood, and it is based on law firm careers. You might think that lawyers have specialized careers, and you would be right. They are specialized in ways that are useful for testing the theory, however, because the top-class law firms in the sample recruit very similar people, so there is little of the variation among employees that could be used to explain any differences between men and women. Also, heavy-handed discrimination is not possible here because lawyers know how to, you know, file lawsuits. As you can imagine, finding any discrimination at all between men and women in this context would be surprising and interesting. It gets especially interesting because we can use politics to find out what managers want, assuming that liberal lawyers have liberal views including gender equality and that conservative lawyers don’t. Donations to the Democratic and Republican parties are good measures of ideology.
Earlier I wrote one blog post on the book Lean In criticizing its depiction of women’s career opportunities and another blog post on research correcting this depiction. Lean In is too optimistic about women’s opportunities to make changes for themselves. This research presents one more problem for the Lean In idea because it suggests that what women think of themselves or of other women is less consequential because they have less power. Real-life careers are not about leaning in, but pulling up.