Rotman Management Fall 2018

Published in January, May and September by the Rotman School of Management at the University of Toronto, Rotman Management explores themes of interest to leaders, innovators and entrepreneurs. Each issue features thought-provoking insights and problem-solving tools from leading global researchers and management practitioners. The magazine reflects Rotman’s role as a catalyst for transformative thinking that creates value for business and society.

Rotman School of Management, University of Toronto
13,56 €(VAT inclusa)
35,74 €(VAT inclusa)
3 Numeri

in questo numero

2 min
you 2.0

IF YOU OPENED THIS MAGAZINE feeling confident about your leadership skills, consider this: According to McKinsey’s study of 80,000 leaders, 77 per cent believe they do a good job of engaging their people and fostering productivity; yet 82 per cent of employees disagree. Worse yet, more than one third of employees — 35 per cent (!) — would gladly forgo a pay raise to see their boss fired. Clearly, leaders can do better. What if you could raise your level of self-awareness exponentially? Learn to ask better questions and form better problem statements? Help the people around you build up their resilience? And banish bias from your organization? In this issue of Rotman Management, we examine a variety of ways to take yourself to the next level as a leader and…

9 min
data analytics: from bias to better decisions

DATA ANALYSIS can be an effective way to sort through complexity and assist our judgment when it comes to making decisions. But even with impressively large data sets and the best analytics tools, we are still vulnerable to a range of decision-making pitfalls — especially when information overload leads us to take shortcuts in reasoning. As a result, in some instances, data and analytics actually make matters worse. Psychologists, behavioural economists and other scholars have identified several common decision-making traps, many of which stem from the fact that people don’t carefully process every piece of information in every decision. Instead, we rely on heuristics — simplified procedures that allow us to make decisions in the face of uncertainty or when extensive analysis is too costly or time-consuming. These mental shortcuts lead…

3 min
six questions that yield better decisions

If you’re struggling with a decision, the following six questions can provide a useful jolt to your thinking. All of them rely on a sudden impact — a quick shift in perspective or a forced re-framing of a dilemma. 1. Imagine that the option you are currently leaning towards simply vanished as a feasible alternative. What else could you do? WHY THIS QUESTION WORKS: A very common decision-making trap is “narrow framing”, which means we get stuck in one way of thinking about our dilemma, or that we fail to consider other options that are available to us. By forcing ourselves to generate a second alternative, we can often surface a new insight. 2. Imagine that the alternative you are currently considering will actually turn out to be a terrible decision. Where could…

12 min
thought leader interview: daniel pink

For those of us who thought Twin Peaks was just a weird TV show, tell us a bit about the hidden patterns of everyday life. Behavioural researchers have found that we experience a consistent and strong bimodal pattern — ‘twin peaks’ — during the day. Our positive affect — when we feel active, engaged and hopeful — climbs during the morning hours until it reaches an optimal point around midday. Then our mood and energy plummet and stay low throughout the afternoon, only to rise again in the early evening. Put simply, we move through the day in three stages: peak, trough and recovery, and this sequence is true for most people. One important implication of this pattern is that we are better off doing certain types of work or activities at…

16 min
how brilliant careers are made — and unmade

HAVE YOU EVER WONDERED WHY some careers flourish, while others stall? ‘Career derailment’ occurs when an individual previously deemed to have strong potential is fired, demoted or plateaus below expected levels of success. According to statistics, somewhere between 30 and 67 per cent of leaders involuntarily derail at some point in their career. Not surprisingly, career derailment carries high costs: The direct and indirect cost to organizations can be more than 20 times the derailed employees’ salaries. Given the stakes involved for individuals and organizations alike, I recently set out to pinpoint the major causes of career derailment. In this article I will share key findings from the research, lay out the behaviours that can stall a career and offer remedies to help people avoid derailment. Career Derailment 101 First and foremost, career…

15 min
how to navigate the innovation ecosystem

FOR SEVERAL YEARS, ABRAHAM HEIFETS had worked on applying recent advancements in artificial intelligence to drug discovery. Developing a new medicine takes an average of 15 years, and Heifets had devised a way to shrink the process to a fraction of that time using advanced machine-learning algorithms running on a supercomputer. He enthusiastically pitched his idea to all the top venture capital firms in his hometown of Toronto, but the reaction was always the same: Potential investors liked the idea, but weren’t willing to commit their capital. They requested more evidence, wanted more-detailed business plans and demonstrated no sense of urgency. As his funds wore thin, Heifets became increasingly anxious, and eventually realized that he had to relocate his business to Silicon Valley, where investors would understand the potential of his…