- Conger, J. (1998). The necessary art of persuasion: argues that effective persuasion is a critical skill for leaders
in organizations. He suggests that persuasion involves understanding the perspectives and motivations of others, building relationships based on trust and mutual respect, and crafting
compelling messages that appeal to the interests and values of one's audience. Conger emphasizes the importance of listening, empathy, and emotional intelligence in effective persuasion,
and suggests that leaders should be willing to engage in dialogue and compromise in order to build consensus and achieve their goals. Ultimately, he suggests that effective persuasion
requires both skill and ethical integrity, and can be a powerful tool for achieving positive change in organizations.
- Cialdini, R. (2001). Harnessing the science of persuasion: Reciprocation: People feel a sense of obligation to repay others who have given them something or done them a favor.
- Pfeffer, J. (1998). Six dangerous myths about pay: 1.Paying more always produces better performance. 2. The best people are always motivated by money 3. There is a perfect pay
system that will motivate everyone 4. Pay should be tied to individual performance. 5. Pay should be based on merit. Pay is a cost to be minimized
- Pfeffer, J. & Sutton, R. (2011). Trust the Evidence, Not Your Instincts: relying on intuition and personal beliefs instead of empirical evidence can lead to faulty decision-making in
organizations. They argue for an evidence-based approach to decision-making, emphasizing the importance of collecting and analyzing data, conducting experiments, and testing
hypotheses. This approach is more likely to lead to success in the long run, as it allows organizations to adapt to changing circumstances and avoid repeating past mistakes.
Vermeulen, F. Beware the Sirens of Management Pseudo Science: managers should be wary of management theories that lack empirical evidence or are based on flawed research. He
suggests that many popular management theories are actually "pseudoscientific," in that they make claims that are not supported by scientific research or are based on poorly conducted
studies. Vermeulen advocates for a more critical and evidence-based approach to management, in which managers carefully evaluate the evidence supporting any given theory or practice
before implementing it in their organizations. Ultimately, he suggests that managers should be skeptical of management "siren songs" and instead rely on sound scientific evidence to guide
- Kerr, S. (1995). On the folly. argues that many organizations have reward systems that are misaligned with their actual goals and objectives. He suggests that organizations often reward
employees for behaviors that are easy to measure and incentivize, such as hitting sales targets, rather than for behaviors that actually contribute to the organization's success, such as
building strong customer relationships or fostering teamwork. Kerr argues that this misalignment can lead to a culture in which employees are more focused on achieving the rewards than
on achieving the organization's true goals. He suggests that organizations should be more thoughtful and intentional in designing their reward systems, and ensure that they are aligned with
their actual objectives and values.
- Rutledge, J. (1996). The portrait on my office wall: leadership is not just about achieving goals or giving orders, but about inspiring and empowering others to achieve their full
potential. Rutledge emphasizes the importance of leading by example and treating others with
in organizations. He suggests that persuasion involves understanding the perspectives and motivations of others, building relationships based on trust and mutual respect, and crafting
compelling messages that appeal to the interests and values of one's audience. Conger emphasizes the importance of listening, empathy, and emotional intelligence in effective persuasion,
and suggests that leaders should be willing to engage in dialogue and compromise in order to build consensus and achieve their goals. Ultimately, he suggests that effective persuasion
requires both skill and ethical integrity, and can be a powerful tool for achieving positive change in organizations.
- Cialdini, R. (2001). Harnessing the science of persuasion: Reciprocation: People feel a sense of obligation to repay others who have given them something or done them a favor.
- Pfeffer, J. (1998). Six dangerous myths about pay: 1.Paying more always produces better performance. 2. The best people are always motivated by money 3. There is a perfect pay
system that will motivate everyone 4. Pay should be tied to individual performance. 5. Pay should be based on merit. Pay is a cost to be minimized
- Pfeffer, J. & Sutton, R. (2011). Trust the Evidence, Not Your Instincts: relying on intuition and personal beliefs instead of empirical evidence can lead to faulty decision-making in
organizations. They argue for an evidence-based approach to decision-making, emphasizing the importance of collecting and analyzing data, conducting experiments, and testing
hypotheses. This approach is more likely to lead to success in the long run, as it allows organizations to adapt to changing circumstances and avoid repeating past mistakes.
Vermeulen, F. Beware the Sirens of Management Pseudo Science: managers should be wary of management theories that lack empirical evidence or are based on flawed research. He
suggests that many popular management theories are actually "pseudoscientific," in that they make claims that are not supported by scientific research or are based on poorly conducted
studies. Vermeulen advocates for a more critical and evidence-based approach to management, in which managers carefully evaluate the evidence supporting any given theory or practice
before implementing it in their organizations. Ultimately, he suggests that managers should be skeptical of management "siren songs" and instead rely on sound scientific evidence to guide
- Kerr, S. (1995). On the folly. argues that many organizations have reward systems that are misaligned with their actual goals and objectives. He suggests that organizations often reward
employees for behaviors that are easy to measure and incentivize, such as hitting sales targets, rather than for behaviors that actually contribute to the organization's success, such as
building strong customer relationships or fostering teamwork. Kerr argues that this misalignment can lead to a culture in which employees are more focused on achieving the rewards than
on achieving the organization's true goals. He suggests that organizations should be more thoughtful and intentional in designing their reward systems, and ensure that they are aligned with
their actual objectives and values.
- Rutledge, J. (1996). The portrait on my office wall: leadership is not just about achieving goals or giving orders, but about inspiring and empowering others to achieve their full
potential. Rutledge emphasizes the importance of leading by example and treating others with
