Post by arfanho7 on Feb 24, 2024 5:50:44 GMT
While ostensibly a positive trait we are much more apt these days to hear about loyalty in the context of problems—loyalty to a country or religion leading to fanatical acts of chauvinism or violence loyalty to family or friends leading to nepotism and cronyism in government or loyalty to co workers or a company leading to cover ups of financial chicanery or unethical dealings.
OFTEN WHAT YOU ARE TRYING TO DO IS CREATE A SENSE OF LOYALTY OR PEOPLE SO LOYAL THAT WHEN THEY SEE SOMETHING WRONG THEY DON’T BRING IT UP” That dichotomy presents a difficult challenge Egypt WhatsApp Number List for senior managers. “Often what you are trying to do is create a sense of loyalty or trust in the firm ” says Tandon Family Professor Francesca Gino a member of the Negotiation Organizations Markets unit at Harvard Business School. “But that can make people so loyal that when they see something wrong they don’t bring it up or where they are crossing ethical boundaries for the good of their own group.”
Gino and colleagues write about this paradox in a new paper forthcoming in the journal Organizational Behavior and Human Decision Processes with a decidedly unambiguous title Blind Loyalty How Group Loyalty Makes Us See Evil or Engage in It. The paper—written with HBS colleague Max Bazerman Jesse Isidor Straus Professor of Business Administration and Angus Hildreth a doctoral candidate studying organizational behavior at UC Berkeley’s Haas School of Business—has its origins in a conversation Bazerman and Hildreth had one day in Berkeley.
OFTEN WHAT YOU ARE TRYING TO DO IS CREATE A SENSE OF LOYALTY OR PEOPLE SO LOYAL THAT WHEN THEY SEE SOMETHING WRONG THEY DON’T BRING IT UP” That dichotomy presents a difficult challenge Egypt WhatsApp Number List for senior managers. “Often what you are trying to do is create a sense of loyalty or trust in the firm ” says Tandon Family Professor Francesca Gino a member of the Negotiation Organizations Markets unit at Harvard Business School. “But that can make people so loyal that when they see something wrong they don’t bring it up or where they are crossing ethical boundaries for the good of their own group.”
Gino and colleagues write about this paradox in a new paper forthcoming in the journal Organizational Behavior and Human Decision Processes with a decidedly unambiguous title Blind Loyalty How Group Loyalty Makes Us See Evil or Engage in It. The paper—written with HBS colleague Max Bazerman Jesse Isidor Straus Professor of Business Administration and Angus Hildreth a doctoral candidate studying organizational behavior at UC Berkeley’s Haas School of Business—has its origins in a conversation Bazerman and Hildreth had one day in Berkeley.
