| Please register to receive the benefits of our network-wide features. |
Register (free) |
Log In
|
| Please register to receive the benefits of our network-wide features. |
Register (free) |
Log In
|
Certified "assholes"—those who deliberately make coworkers feel bad about themselves and who focus their aggression on the less powerful—poison the work environment, decrease productivity, induce qualified employees to quit, and therefore are detrimental to businesses, regardless of their individual effectiveness. In this talk, delivered at the 2nd Annual Nonprofit Management Institute at Stanford in September 2007, Robert Sutton, author of the best-selling book, The No Asshole Rule: Building a Civilized Workplace and Surviving One That Isn't, reveals the huge TCA (Total Cost of Assholes) in today's corporations.
Sutton shows how to spot an asshole, provides a "self-test" to determine whether you deserve to be branded as one, and offers advice for how to self-correct. He then uses in-depth research and analysis to show how managers can eliminate poor behavior—while positively channeling some of the virtues of assholes—to generate a productive workplace.
Robert Sutton is Professor of Management Science and Engineering in the Stanford Engineering School, where he is codirector of the Center for Work, Technology, and Organization; an active researcher and cofounder of the Stanford Technology Ventures Program; and a cofounder and active member of the new “d.school,” a multidisciplinary program that teaches and spreads “design thinking.” He is also an IDEO fellow and a professor of organizational behavior, by courtesy, at Stanford Graduate School of Business. His research focuses on evidence-based management, the links (and gaps) betweenmanagerial knowledge and organizational action, innovation, andorganizational performance.
Sutton has served on the editorial boards of numerous scholarly publications, and as an editor for the Administrative Science Quarterly and Research in Organizational Behavior. He has published more than 100 articles and chapters in scholarly and applied publications, and is the author, coauthor, or editor of eight books and edited volumes, including The Knowing-Doing Gap: How Smart Firms Turn Knowledge Into Action (Harvard Business School Press, 2000), and Weird Ideas That Work: 11 ½ Practices for Promoting, Managing, and Sustaining Innovation (The Free Press, 2002). He received his PhD in organizational psychology from The University of Michigan.
Resources
This free podcast is from our Stanford Discussions series.
For The Conversations Network:
Play