Maurice Schweitzer
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Professor @Wharton and co-author of #FriendandFoe with @AdamGalinsky (2015, @Randomhouse). I study #trust, #emotions, #negotiation, and #humor.
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Articles by Maurice Schweitzer
Timing Is Power: When to Lead and When to Hold Back
June 17, 2025 • 5 min read Stepping up at the right time can give you a competitive edge, experts from Wharton and Columbia write in this Nano Tool for Leaders. More From Knowledge at Wharton • 5 min read • 5 min read • 23 min listen
Timing Is Power: When to Lead and When to Hold Back
June 17, 2025 • 5 min read Stepping up at the right time can give you a competitive edge, experts from Wharton and Columbia write in this Nano Tool for Leaders. More From Knowledge at Wharton • 5 min read • 5 min read • 23 min listen
Cómo formular sus preguntas cuando necesita respuestas honestas
A menudo, en el trabajo, nos enfrentamos a situaciones que requieren que descubramos la verdad. Es posible que su jefe no quiera decirle que no tiene posibilidades de obtener un ascenso este año porque teme que usted se moleste o se genere un conflicto. O puede que un miembro de su equipo diga una mentira interesada para evitar que lo culpen por un retraso en un proyecto.
Why People Quit Their Jobs-and How Employers Can Stop It Original
Ideas Kang is an award-winning management scholar and behavioral scientist at INSEAD. Daniels is a Presidential Young Professor in NUS Business School's Department of Management and Organization. Schweitzer is the Cecilia Yen Koo Professor at the Wharton School at the University of Pennsylvania High employee turnover remains a key problem facing many organizations across a broad range of industries.
How to Self-Promote - Without Sounding Self-Centered
Imagine meeting an important executive at a networking event. You’re keen to make a good impression. You have some recent accomplishments that you would really like to share, but you worry about coming across as a self-centered braggart. On the other hand, you don’t want to let this opportunity to share your accomplishments slip past you. What should you do?
La Unión Europea se mostró unida en su necesidad de reducir los riesgos de la dependencia de China
“En seis estudios, mostramos que después de experimentar una amenaza a sus habilidades, las personas que tergiversan su desempeño como mejor de lo que realmente es, aumentan sus sentimientos de competencia. Nuestros hallazgos sugieren que, después de una amenaza, tergiversar el desempeño de uno puede funcionar como un mecanismo que ayuda a restaurar autoevaluaciones positivas sobre las propias capacidades”.
Hope, bias and survival expectations of advanced cancer patients: A cross‐sectional study
PAPER Eric A. Finkelstein, Corresponding Author eric.finkelstein@duke-nus.edu.sg orcid.org/0000-0001-6443-9686 Lien Centre for Palliative Care, Duke-NUS Medical School, Singapore Program in Health Services and Systems Research, Duke-NUS Medical School, Singapore Correspondence Eric Andrew Finkelstein, Duke-NUS Medical School, Singapore, 8 College Road 169857 Singapore.
It's well-known that accusing someone of unethical behavior - whether that accusation is founded or unfounded - can lead to retaliation against the accuser.
Fehlerkommunikation: Die richtige Entschuldigung
Die "Washington Post" nannte es "gruselig". "The Atlantic" spekulierte gar, ob es illegal sei. Ein Anwalt für Datenschutzrecht fragte sich, ob es zu Suiziden geführt haben könnte. Das waren nur einige der zahlreichen Reaktionen auf die Verlautbarung im Juni 2014, Facebook habe Wissenschaftlern eine Woche lang erlaubt, die News-Feeds von 689 000 Benutzern zu manipulieren.
How to Deflect Difficult Questions in an Interview or Negotiation
“Do you have any other offers?” Whether it’s in interviews or negotiations, we are frequently asked questions we would rather not answer. An honest answer might weaken our position, compromise our privacy, or disclose sensitive corporate information. But how we respond can impact both our economic outcome and our relationship with the person asking. Prior research has considered three common strategies for answering direct, difficult questions. 1) You could answer honestly.
From Political Memoirs to Parenting Manifestos to Productivity Hacks, 2015 Was a Very Good Year for Books
Daniel Pink’s 10 favorite books of 2015 It’s holiday time and that means three things: lists, lists, and more lists. Here, in alphabetical order by author, are the 10 most compelling books I read this year. The Light of the World: A Memoir by Elizabeth Alexander In 1996, Alexander, a well-known poet, met Ficre Ghebreyesus, a chef originally from Eritrea. Within a few weeks, they decided to get married. Within three years, they had two sons. Then in 2012, Ficre dropped dead of a heart attack.
Holding execs accountable can prevent future hacks like Marriott's
If you have stayed at any of Marriott’s 30 hotel brands in the past four years, from the Westin to Le Meridien, your personal information is likely to have been stolen. Marriott customers have just suffered one of the largest data breaches of all time. Nearly 500 million people have had their personal information, including passport numbers, dates of birth and home addresses stolen. And all of this has been happening since 2014. Marriott’s response has been underwhelming.
Research: We Take More Risks When We Compete Against Rivals
There is something uniquely powerful about rivalry that differentiates it from others forms of competition and relationships. Research has supported the idea that rivalry can motivate competitors to perform at higher levels, and that rivalry is sparked by experiences of similarity, repeated competition, and closely-decided contests. More recent work examines the effects of rivalry on decision-making and risk-taking.
The Secret To Getting Other People To Trust You Quickly
Psychiatrists and therapists face a daunting challenge. They usually have only a short time after first meeting a patient to earn their trust. Showcasing expertise and credentials helps in that process, but it only goes so far. Showing vulnerability, it turns out, can be an enormously effective tool for helping you succeed in a range of situations. Here’s how. Why To Spill Your Coffee Tom, a psychiatrist, was one of our former executive education students.
When Trust Is Easily Broken, and When It's Not
“I cannot forget the follies and vices of others so soon as I ought, nor their offences against myself,” Mr. Darcy tells Elizabeth Bennet in a pivotal moment in Pride and Prejudice, before famously admitting: “My good opinion once lost is lost for ever.” Plenty of people would agree with Mr. Darcy on matters of trust: that trust is difficult to gain, easy to break, and tough to repair once broken.
Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting
Overview — For decades, goal setting has been promoted as a halcyon pill for improving employee motivation and performance in organizations. Advocates of goal setting argue that for goals to be successful, they should be specific and challenging, and countless studies find that specific, challenging goals motivate performance far better than "do your best" exhortations.
The Case for Trash-Talking at Work, According to Research
Though executives are acutely attuned to the role of competition in the workplace, far less attention has been paid to the role of competitive communication — trash-talking. Trash-talking is pervasive in organizations. When researchers surveyed office employees at Fortune 500 companies, they found that 57% of the employees reported that trash-talking occurs on a monthly basis. Trash-talking increases the psychological stakes of competition and boosts the motivation and productivity of the target.
Guest Column | Wharton faculty urge Congress and the Courts to defend the rule of law
President Trump appears to have an indifferent, if not downright disdainful, attitude to the rule of law. His firing of former FBI Director James Comey seems to be an effort to prevent or slow a criminal investigation into alleged connections between the Trump campaign and Russian agents, and may qualify as obstruction of justice. The President’s apparent failure to separate his business interests from his work as head of state may violate the Emoluments Clause of the Constitution.
The red flags in Lochte's story
Maurice Schweitzer is the Cecilia Yen Koo Professor at the Wharton School at the University of Pennsylvania. Adam Galinsky is chair of the Management Division at Columbia Business School. They are the authors of " Friend & Foe ." The views expressed are their own. (CNN) After adding a 12th medal to his collection, the second most accomplished male Olympic swimmer of all time got embroiled in a scandal that had nothing to do with swimming .
Opinion: The red flags in Lochte's story
After adding a 12th medal to his collection, the second most accomplished male Olympic swimmer of all time got embroiled in a scandal that had nothing to do with swimming. Ryan Lochte alleged that he and his teammates were stopped by thieves pretending to be police, held at gunpoint and robbed. Soon after this story broke, however, details began to emerge that conflicted with this seemingly straightforward (albeit sensational) story.
Opinion: The red flags in Lochte's story
After adding a 12th medal to his collection, the second most accomplished male Olympic swimmer of all time got embroiled in a scandal that had nothing to do with swimming. Ryan Lochte alleged that he and his teammates were stopped by thieves pretending to be police, held at gunpoint and robbed. Soon after this story broke, however, details began to emerge that conflicted with this seemingly straightforward (albeit sensational) story.
Management Science: INFORMS
Although individuals can derive substantial benefits from exchanging information and ideas, many individuals are reluctant to seek advice from others. We find that people are reticent to seek advice for fear of appearing incompetent. This fear, however, is misplaced. We demonstrate that individuals perceive those who seek advice as more competent than those who do not. This effect is moderated by task difficulty, advisor egocentrism, and advisor expertise.
Why Political 'Bromances' Come And Go
"Ted is a nasty guy...Nobody likes him. He's not been endorsed by one United States senator." - Donald Trump January 26, 2016 Donald Trump has gone well beyond calling Cruz "nasty." He has even threatened to sue Ted Cruz over his use of a negative campaign ad. In response to [...]
THINK 16 - CO-OP THINK
We often look at our relationships and human interactions in terms of extremes: black or white; competitor or collaborator; friend or foe. In reality, most relationships are a lot more complex, including some facets of both cooperation and competition, often at the same time. In Friend and Foe, Galinsky and Schweitzer explain how to balance between these two modes of interaction, focusing their study more on the individual than the organization.
The Secret To Getting Other People To Trust You Quickly
Psychiatrists and therapists face a daunting challenge. They usually have only a short time after first meeting a patient to earn their trust. Showcasing expertise and credentials helps in that process, but it only goes so far. Showing vulnerability, it turns out, can be an enormously effective tool for helping you succeed in a range of situations. Here's how. Tom, a psychiatrist, was one of our former executive education students.
When To Make The First Offer In A Negotiation, According To Science
One of the most vexing questions for negotiators is whether to make the first offer. It's a dilemma plagued by uncertainty: Will I make a bid that undercuts my position and sells me short? Or will I make an offer so outrageous that the other side walks away from the bargaining table in a huff? Fortunately, there's now a lot of data to help negotiators decide wisely.
It’s good to be the Queen . . . but it’s easier being the King
Many gender differences are really power differences in disguise. One of the most common and popular conceptualizations of gender—epitomized by John Gray’s megabestselling book, Men Are from Mars, Women Are from Venus—is that men and women are essentially different species. We believe that this depiction of gender is wrong. We’re not claiming that biological differences between the sexes don’t exist but instead are suggesting that gender differences are far more subtle than commonly believed.
The Problem of Too Much Talent
The Miami Heat shocked the basketball world in the summer of 2010 when they landed the two most coveted free agents on the market—LeBron James and Chris Bosh—to join their superstar Dwayne Wade. They now had a team stacked with an overwhelming amount of talent. The Heat threw a lavish celebration for their new superstars.
The Organizational Apology
Idea in Brief The Problem Organizations often struggle to get apologies right. Many leaders fear that an apology could expose their firm to legal action; others offer a cursory “I’m sorry” without addressing victims’ concerns. Bungling an apology is costly, resulting in damaged reputations and relationships. The Solution Companies need clearer guidelines for determining whether a mistake merits an apology and, when it does, for crafting and delivering an effective message.
Latest Newsletter | Daniel H. Pink
Welcome to the latest edition of our irregular and irreverent newsletter. Thanks for being one of more than 110,000 subscribers. (The reading time for this newsletter is less than 4 minutes). Whoa. What a year. 2016 no doubt will go down as one of the most tumultuously bizarre and bizarrely tumultuous years of the early 21st century.
I’m Sorry About the Rain! Superfluous Apologies Demonstrate Empathic Concern and Increase Trust
Baron, R. M., Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 51, 1173–1182. Google Scholar Baumeister, Stillwell, Heatherton. (1994). Guilt: An interpersonal approach. Psychological Bulletin, 115, 243–267. Google Scholar | Crossref | Medline | ISI Berg, J., Dickhaut, J., McCabe, K. (1995). Trust, reciprocity, and social history.
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