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Articles by Hayley Blunden
Investigación: Cómo delegar estratégicamente la toma de decisiones
La delegación efectiva es fundamental para el éxito gerencial. Sin embargo, algunas de nuestras investigaciones recientes han demostrado que los empleados pueden considerar la delegación en la toma de decisiones como una carga que preferirían evitar.
Research: How to Delegate Decision-Making Strategically
Research: How to Delegate Decision-Making Strategically September 10, 2024 Effective delegation is critical to managerial success: delegating properly can help empower employees, and those who delegate can increase their earnings. Delegation can also be a way for managers to give employees experience and control, especially when they delegate decision-making responsibilities, which allow employees to exhibit agency over important stakes.
The Implications of Working Without an Office
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Why Asking for Advice Is More Effective Than Asking for Feedback
You just gave a great first pitch to a major client and landed an invitation to pitch to their senior leaders. Now you want a second opinion on your presentation to see if there’s anything you can improve. What do you do? Conventional wisdom says you should ask your colleagues for feedback. However, research suggests that feedback often has no (or even a negative) impact on our performance.
Why Asking for Advice Is More Effective Than Asking for Feedback
You just gave a great first pitch to a major client and landed an invitation to pitch to their senior leaders. Now you want a second opinion on your presentation to see if there’s anything you can improve. What do you do? Conventional wisdom says you should ask your colleagues for feedback. However, research suggests that feedback often has no (or even a negative) impact on our performance.
How to Talk with a Coworker Who’s Having a Tough Time
Everyone has bad days at work — and some of us have more than others. Whether you’re frustrated because you didn’t hit your sales numbers, or angry that your colleague was promoted instead of you, or sad that layoffs have impacted your department, negative emotions have a place at work, like it or not. It’s one thing for you to feel sad, mad, or bad — and to know yourself well enough to predict that you’ll work through it and (hopefully) get over it shortly.
What to Do If You're the Bearer of Bad News
All jobs require us at some point to deliver bad news—whether it be a minor revelation such as a recruiter telling a prospective employee that there’s no wiggle-room in salary, or something major, like when a manager must fire an employee. We dread such discussions even when the revelations aren’t at all our fault. It turns out that our aversion is for good reason. Our research shows that people are prone to derogating those who tell them things they don’t want to hear—we shoot the messenger.
How Asking Multiple People for Advice Can Backfire
When was the last time you sought someone’s advice? Perhaps you were navigating a tricky situation at work, searching for jobs, or making an important purchase. In these situations, we often focus on gathering all of the information we can in order to make the best choice. That’s why we may turn to a few or many people for different opinions. Research, after all, has shown that leveraging the “wisdom of crowds” can lead to more accurate decisions. But could turning to multiple people ever backfire?
How Asking Multiple People for Advice Can Backfire
Jorg Greuel/Getty Images When was the last time you sought someone’s advice? Perhaps you were navigating a tricky situation at work, searching for jobs, or making an important purchase. In these situations, we often focus on gathering all of the information we can in order to make the best choice. That’s why we may turn to a few or many people for different opinions. Research, after all, has shown that leveraging the “wisdom of crowds” can lead to more accurate decisions.
We Really Do Shoot the Messengers of Bad News, Research Suggests
Jan Stromme/Getty Images All jobs require us at some point to deliver bad news—whether it be a minor revelation such as a recruiter telling a prospective employee that there’s no wiggle-room in salary, or something major, like when a manager must fire an employee. We dread such discussions even when the revelations aren’t at all our fault. It turns out that our aversion is for good reason.
Shooting the Messenger
Article | Journal of Experimental Psychology: General | Forthcoming by Leslie John, Hayley Blunden and Heidi Liu Abstract Eleven experiments provide evidence that people have a tendency to “shoot the messenger,” deeming innocent bearers of bad news unlikeable. In a preregistered lab experiment, participants rated messengers who delivered bad news from a random drawing as relatively unlikeable (Study 1).
Seeker Beware: The Relational Costs of Ignoring Advice
Abstract Prior advice research has focused on understanding when and why people rely on (or ignore) advice and how this impacts judgment accuracy; little is known about the interpersonal consequences of the advice-seeking process. In this paper, we investigate the interpersonal consequences of seeking out—then ignoring—advice from others. Across six studies, we find that advisors interpersonally penalize those who ignore their advice.
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