Leadership & management

Ambivalence is a bad thing. And a good thing. Is that confusing?

When you ask someone to do something, you could get a variety of responses. These responses, what many business managers call “buy-in,” range in analog, not binary, fashion from outright revolt to passionate acceptance — it’s a sliding scale.

Because conflict happens in all teams (even the most effective ones), the presence of conflict has little bearing on whether one team is more successful than another. The factor most important to team success is how teams handle conflict when it does arise.

Conflicts among co-workers are ubiquitous in business. Sometimes they generate positive momentum, but they can often disrupt and stand in the way of workplace efficiency.

As a global manager, you must understand that every decision has both a flat and a lumpy component, and the economic growth of a country — whether fast or slow — will also affect your company’s strategy.

How can companies stop spinning their wheels and make real progress toward diversity and inclusion? This case study looks at how JPMorgan Chase worked on getting managers to recruit the best talent from the largest talent pool.