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Favorite Harvard Business Review Articles

Favorite Harvard Business Review Articles

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Published by Rachit Sharma
List of Favorite Harvard Business Review Articles by Ralph Soule
List of Favorite Harvard Business Review Articles by Ralph Soule

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Published by: Rachit Sharma on Feb 19, 2013
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My Favorite Harvard Business Review Articles

By Ralph Soule on April 6, 2009Comments (0)

I subscribe to Harvard Business Review (no, I don't have time to read all the articles). I have found some articles particularly useful and insightful, recommending them to protégés repeatedly, thus this list. The articles are available from the HBR Web site for about $7 each. I find it particularly useful to recommend these articles to protégés who do not have as much time to read as I do or cannot read as fast. I have organized the articles on this list along five broad themes.
1. 2. 3. 4. 5. Learning organizations Leadership-specific skills Challenges of being a chief executive officer Decision making Organizational insight

The link to my Amazon listmainia version of this is here. (I will do a future post on the really cool tool I used to create the link, Tiny url). I have given very short descriptions of the articles in the list below. Longer descriptions are provided on the amazon.com version of the list. Theme 1: Learning organizations "Leading the Knowledge-Based Organization" This is a collection of three articles, all of which are linked below: "The Smart-Talk Trap," "Fair Process: Managing in the Knowledge Economy," and "Putting Your Company's Whole Brain to Work." "The Smart-Talk Trap" by Jeffrey Pfeffer and Robert I. Sutton This article provides antidotes to "smart talk," the tendency to spout criticisms and complexities that can stop action in its tracks. "Fair Process: Managing in the Knowledge Economy" by W. Chan Kim and Renee Mauborgne Build trust to create a climate in which employees volunteer their creativity and expertise.

" rather than "I. Take responsibility for decisions and for communicating. "Seven Surprises for New CEOs" by Michael E. Robert Quinn. Gabarro and John P. your boss. and Brianna Barker Foster excellence by identifying and harnessing your unique strengths to improve your performance. Gretchen Spreitzer. how you learn."Putting Your Company's Whole Brain to Work" by Dorothy Leonard and Susaan Straus Coming up with creative ideas and solutions requires working with people who think differently than you do. what your values are. "Building a Learning Organization" by David A. Emily Heaphy. Drucker Cultivate a deep understanding of yourself: strengths/weaknesses. rather than problems. Drucker Ask. Jane Dutton. "Managing Your Boss" by John J. Porter. Focus on opportunities. "Managing Oneself" by Peter F. Kotter Consciously work with your superior to obtain the best possible results for you. and where you can make the greatest contribution. how you work with others. and the company. "What needs to be done?" and "What is right for the enterprise?" Develop action plans. Jay W. "How to Play to Your Strengths" by Laura Morgan Roberts. Garvin The authors list critical issues for effective implementation of organizational learning. Lorsch. Run productive meetings. Think/say "we. "What Makes a Leader?" by Daniel Goleman "Emotional intelligence" may be the key attribute that distinguishes outstanding performers from those who are merely adequate. and Nitin Nohria . Theme 2: Leadership-specific skills "Leadership That Gets Results" by Daniel Goleman The best leaders are skilled at several styles of leadership and have the flexibility to switch between styles as circumstances dictate. speak last. Theme 3: Challenges of being a chief executive officer "What Makes an Effective Executive" by Peter F." Listen first.

"Leadership: Sad Facts and Silver Linings" by Thomas J. Peters The leader's job is not to defend a rigid timetable against reality. and Sydney Finkelstein Decisions are made largely through unconscious processes of pattern recognition and emotional tagging. Learning to expand your awareness before you make an important choice will save you from asking. Orlikowski. one cannot function without the other. Kotter Management and leadership are different but complementary. in a changing world. "What Leaders Really Do" by John P. and. but you need to use it with extreme caution. but to promote and protect the organization's values. Ralph Keeney. Peter M.You have more power than anybody else in the corporation. "Decisions Without Blinders" by Max Bazerman and Dolly Chugh "Bounded awareness" causes people to ignore critical information when making decisions. but to cultivate and coordinate the actions of others at all levels of the organization through the interrelated capabilities of sense-making. and the best defense is always awareness. relating. Thomas W. "The Ways Chief Executive Officers Lead" by Charles M. "In Praise of the Incomplete Leader" by Deborah Ancona. and inventing. visioning. Wanda J. but techniques exist to overcome each. Jo Whitehead. learning to lead as they go. Theme 5: Organizational insight . Malone. "Why Good Leaders Make Bad Decisions" by Andrew Campbell. there are systematic ways to recognize bias safeguards to avoid flawed decisions. "How did I miss that?" after the fact. Farkas and Suzy Wetlaufer Five approaches to organizational leadership offer a framework for understanding how CEOs manage to give structure and meaning to their infinite jobs. and Howard Raiffa There are well-documented psychological traps and pitfalls that distort reasoning ability or cater to biases. Theme 4: Decision making "The Hidden Traps in Decision Making" by John Hammond. Senge The executive's job is no longer to command and control.

there are many sources of good information on the Web). Of course. (Try to stick with the HBR theme. this article suggests how to do it. "Unlearning the Organization" by Michael E. I have lots of other articles that I like. creative. of course. McGill and John W. By all means. Slocum Few organizations truly learn from experience."How Industries Change" by Anita M. this list is highly personal--as you would expect from any "best of" list. McGahan Industries evolve along four distinct trajectories: radical. although. progressive. share your knowledge by contributing links to your favoriteHarvard Business Review articles. and intermediating. . but did not think were as highly valuable as these to a large number of people.

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