The Process Matters
People in positions of authority (managers, politicians, and even parents) live in results-oriented worlds. One potential drawback of being results-oriented is for those in positions of authority to lose sight of the process through which they arrive at their results. Authorities not only have to “get there”; they have to get there in the right way for success to be sustained. Based on rigorous social science research presented in an audience-friendly way, the presentation considers: (1) what goes into a high quality process, (2) how even small tweaks in the process can dramatically affect those on the receiving end (e.g., as reflected in high employee productivity and morale), (3) the psychological or organizational obstacles authorities often bump up against when trying to enact a high quality process, and (4) what can be done do to help authorities work through such obstacles and thereby increase the chances of them “getting there” in the right ways.
Professor Brockner earned a B.A. in psychology from SUNY-Stony Brook and a Ph.D. in social/personality psychology from Tufts University. Since that time, he has taught at Middlebury College, SUNY College at Brockport, Tufts University, and the University of Arizona prior to joining the faculty at Columbia Business School in 1984.
Professor Brockner is a leading authority on a variety of psychological issues in the workplace, including change management (e.g., the effects of layoffs on the productivity and morale of survivors), leadership, decision-making, the role of the self, and cross-cultural differences in work behavior. He has published four books (one on decision making in “sunk cost” situations, one on the causes and consequences of employees’ self-esteem, one on the role of justice in the workplace, and one entitled, The Process Matters, which considers how even small differences in how managers plan and implement decisions can have a significant effect on employees’ productivity and morale). In addition, he has published more than 125 articles and book chapters in a variety of prestigious outlets (e.g., Administrative Science Quarterly, Journal of Personality and Social Psychology), and his article in the Harvard Business Review (HBR), entitled, “Why It’s So Hard to be Fair,” was included in HBR’s recent book, Ten Must Reads in Emotional Intelligence.
He has served (or is currently serving) on the Editorial Board of numerous journals in the fields of management and psychology including the Academy of Management Journal, the Academy of Management Review, Organizational Behavior and Human Decision Processes, and the Journal of Personality and Social Psychology. He also is frequently called on to review for the National Science Foundation. Professor Brockner is a Fellow of the Academy of Management, and he is also a Fellow of the American Psychological Association (Division of Industrial and Organizational Psychology).
Joel was the Chairman of the Management Division at Columbia Business School from 2005-2011, and he also is the Faculty Director of several highly regarded executive education program at Columbia Business School, including High Impact Leadership, Leadership Essentials, and the Social Enterprise offering, Developing Leaders Program. In addition, he is an executive coach, has served as an expert witness, and has consulted to a variety of organizations (including the Association of Art Museum Curators, Brooks Brothers, Canadian Health Services Research Foundation, Citigroup, ConocoPhillips, IXIS Capital Markets, Pfizer, State Farm Insurance, and Stratus Technologies) about the planning and implementation of significant organizational change, leadership development, decision making, and negotiation behavior.