Professor Margaret Neale studies teams and networks.
- Unleashing Effectiveness and Efficiency in Teams
An interactive workshop with Margaret A. Neale and Gregory B. Northcraft
Video File, 53:45 minutes - Winners Don't Take All
(CD-ROM available for purchase)
Professor Margaret Neale
- Summer Institute for Entrepreneurship
- Leading Change and Organizational Renewal executive program
- Managing Teams for Innovation and Success executive program
FOR FURTHER INFORMATION: Helen K. Chang, 650-723-3358, Fax: 650-725-6750
Hot Topics
Teams & Networks
Little in business is accomplished without collaboration. Success is often a team effort and the effectiveness of individuals can be increased by the networks they have at their disposal. Research by Business School faculty probes topics such as global teams that meet in cyberspace or how talking to people you don't know well may increase your effectiveness.
Research on Teams and Networks
When First Impressions Flop: The Power of Getting a Second Chance
Many people can overcome a bad first impression if they're given a second chance. But, says professor Jerker Denrell, human nature and many corporate environments make it very hard to get that second chance.
Better Decisions Through Teamwork
The U.S. Supreme Court benefits from differences of opinions among the justices. Research that included studying how teams make decisions says when a narrow majority exists, pressure of the minority forces the majority to make think with more complexity and to consider diverse evidence. [Details]
Workers Fear Cooperating in Virtual Teams May Make Them Obsolete
Virtual teams, fostered by today's information technology, may extract an unexpected price: People who add their hard-won knowledge to a common pool may become alienated from the organization and even fear that they are sowing the seeds for their own replacement. [Details]
When the CEO Leaves, Do Others Follow?
The departure of the CEO doesn't necessarily mean the entire top management is in jeopardy, says Prof. Paul Oyer. What really matters when top corporate leadership changes is how much the CEO and the top-level executive have invested in their relationship. (October 2003) [Details]
Teams that Span Time Zones Face New Work Rules
As global virtual teams become more of a reality, so do the corresponding logistics and cultural barriers they raise. Managers are tackling these challenges out of necessity, some armed with ideas from Professor Margaret Neale. [Details]
Why Managers Won't Let Go
Giving people more responsibility for making decisions in their jobs can boost morale and have good economic effects for a firm. Yet many American managers refuse to delegate responsibility. [Details]
