| Posted |
Title |
Researcher |
Other |
200911Losing TouchGalinskyAdam November 2009 |
Losing Touch200911GalinskyAdam Losing Touch
Why are some managers seemingly incapable of understanding their subordinates’ points of view? Adam Galinsky finds that high-power individuals anchor too heavily on their own perspectives and demonstrate a diminished ability to correctly perceive the perspective of others. |
GalinskyAdam200911Losing Touch Adam D. Galinsky
Joe C Magee M. Ena Inesi Deborah Gruenfeld |
|
200910Don’t Stand by MeGuniaBrian October 2009 |
Don’t Stand by Me200910GuniaBrian Don’t Stand by Me
When business leaders leave organizations following poor decisions, constituents often find comfort in replacing them with insiders — others familiar with the problem and original choices. |
GuniaBrian200910Don’t Stand by Me Brian C. Gunia
Niro Sivanathan Adam D. Galinsky |
|
200904Living Outside the BoxMadduxWilliam April 2009 |
Living Outside the Box200904MadduxWilliam Living Outside the Box
Living in another country can be a cherished experience, but new research suggests it might also help expand minds. This research, published by the American Psychological Association, is the first of its kind to look at the link between living abroad and creativity. |
MadduxWilliam200904Living Outside the Box William Maddux
Adam D. Galinsky |
|
200810Seeing Is Believing, Unless It Isn’tWhitsonJennifer October 2008 |
Seeing Is Believing, Unless It Isn’t200810WhitsonJennifer Seeing Is Believing, Unless It Isn’t
Adam Galinsky (Management and Organizations) and former Kellogg doctoral student Jennifer Whitson (University of Texas, Austin) report in the journal Science how even the most normal among us strive, intensely but unconsciously, to find and impose order in our unruly world. This quest for structure can sometimes be so all consuming that we trick ourselves into seeing and believing things that simply do not exist. |
WhitsonJennifer200810Seeing Is Believing, Unless It Isn’t Jennifer A. Whitson
Adam D. Galinsky |
|
200711Place Your BidsKuGillian November 2007 |
Place Your Bids200711KuGillian Place Your Bids
The traditional belief is that a high first offer results in a high selling price. This belief is rooted in a psychological principle known as anchoring, such that the size of an opening bid is a testament to the item’s value. The numerical value of an anchor sets the tone of more or less prestige of the product up for auction. Furthermore, a high opening bid can spark the rose-colored glasses effect, leading bidders to focus on the more positive features of an item. The researchers show that low rather than high opening bids—for a variety of products from shirts to fancy rugs in online auctions—generate high selling prices, demonstrating a reversal of the anchoring effect. |
KuGillian200711Place Your Bids Gillian Ku
Adam D. Galinsky J. Keith Murnighan |
|
