Organizational Behavior

Digital inclusion to help solve grand challenges, meaningful support for Pride Month, and reimagined workspaces.

Reimagined workspaces can enable interactions that foster more meaningful human connections in our work lives.

The Special Report in MIT SMR‘s Summer 2021 issue looks at how businesses can support a more inclusive workplace culture. Also in this issue: ways to communicate — and disagree — using candor and logic, business’s role in national emergencies, how volunteering helps workers’ skills, and changing the rules to suit turbulent times.

Evaluators can be nudged to make less biased decisions in hiring and other contexts.

Early analysis suggests that three networking behaviors can drive inclusion in organizations.

Companies have a unique opportunity to rebuild employees’ social connections when they return to in-person work.

Help your team become more capable and productive by encouraging key behaviors and mitigating risks.

A dedicated team can help maximize the utility — and competitive advantage — of automation systems.

“Absorbing by observation” while working remotely, prospering in turbulent times with dynamic rules, and centering ESG in quarterly earnings calls.

New hires are at risk of losing the subtly communicated knowledge shared through in-person work.

To prosper in a dynamic business environment, leaders must change their approach to rule-making and adherence.

It benefits both workers and companies when leaders proactively support employees’ mental health and wellness.

Crowdsourcing platforms, updating how work gets done in a new normal, and simplifying data migration.

It’s time to start revisiting work policies and their implementation as businesses plan a return to shared workspaces.

The risk of sudden leadership failure can be headed off by early detection of challenges and better supports.

Leaders can make meetings more effective and less fatiguing by incorporating feedback from their teams.

Leaders can take proactive steps to make workers feel more comfortable about going back to in-person work.

Consider these six guiding principles for how companies can harness internal competition as a force for good.

A global survey reveals the pandemic’s effect on employee resilience and engagement and points to ways to improve them.

When team members do good deeds, their leaders can be susceptible to bad behavior. Here’s why.