This aim of this open access book is to launch an international, cross-disciplinary conversation on fatherhood engagement. By integrating perspective from three sectors—Health, Social Policy, and Work in Organizations—the book offers a novel perspective on the benefits of engaged fatherhood for men, for families, and for gender equality. The chapters are crafted to engaged broad audiences, including policy makers and organizational leaders, healthcare practitioners and fellow scholars, as well as families and their loved ones.
“A remarkably insightful read on what power is, how it’s gained and lost, and how it can be used for good. The masterful analysis by two leading experts will make you rethink some of your most basic assumptions about influence” (Adam Grant, #1 New York Times bestselling author of Think Again).
Power is one of the most misunderstood—and therefore vilified—concepts in our society. Most people assume power is predetermined by personality or wealth, or that it’s gained by strong-arming others. Many write it off as inherently corrupt or “dirty” and want nothing to do with it. But as pioneering researchers Julie Battilana and Tiziana Casciaro deftly show in Power, for All, power is the ability to influence someone else’s behavior. This influence is derived from having access to valued resources, which anyone can have, regardless of their income or status in life. Everyone has a resource to offer, so everyone has access to power.
Battilana and Casciaro offer a timely, democratized vision of power. While hierarchies tend to stay in place because power is often sticky, by agitating, innovating, and orchestrating change, they show how those with less power can challenge established structures to make them more balanced. They teach readers how to power-map their workplace to find who can create real change at work, plan for and cause sustaining power shifts, and understand the five motivations for seeking power—money and status, but also autonomy, achievement, affiliation, and morality. They explore how these dynamics play out through vivid storytelling: as Donatella Versace successfully leads her brother’s company after his death—despite having a title, but little influence; what social movements can learn from youth climate activists and how they can go farther; and how a manager can gain the trust of skeptical employees and improve the workplace. Ultimately, Power, for All demystifies the essential mechanisms for acquiring and using power for all people.
Concentrated, accessible, and life-changing, Power, for All is the definitive guide to understanding and navigating power in our relationships, organizations, and society.
An essential tool for individuals, organizations, and communities of all sizes to jump-start dialogue on racism and bias and to transform well-intentioned statements on diversity into concrete actions—from a leading Harvard expert.
How can I become part of the solution? In the wake of the social unrest of 2020 and growing calls for racial justice, many business leaders and ordinary citizens are asking that very question. This book provides a compass for all those seeking to begin the work of anti-racism. In The Conversation, Robert Livingston addresses three simple but profound questions: What is racism? Why should everyone be more concerned about it? What can we do to eradicate it?
For some, the existence of systemic racism against Black people is hard to accept because it violates the notion that the world is fair and just. But the rigid racial hierarchy created by slavery did not collapse after it was abolished, nor did it end with the civil rights era. Whether it’s the composition of a company’s leadership team or the composition of one’s neighborhood, these racial divides and disparities continue to show up in every facet of society. For Livingston, the difference between a solvable problem and a solved problem is knowledge, investment, and determination. And the goal of making organizations more diverse, equitable, and inclusive is within our capability.
Livingston’s lifework is showing people how to turn difficult conversations about race into productive instances of real change. For decades he has translated science into practice for numerous organizations, including Microsoft, Deloitte, JP Morgan Chase, Under Armour, American Express, L’Oreal, and Bayer. In The Conversation, Livingston distills this knowledge and experience into an eye-opening immersion in the science of racism and bias. Drawing on examples from pop culture and his own life experience, Livingston, with clarity and wit, explores the root causes of racism, the factors that explain why some people care about it and others do not, and the most promising paths toward profound and sustainable progress, all while inviting readers to challenge their assumptions.
Social change requires social exchange. Founded on principles of psychology, sociology, management, and behavioral economics, The Conversation is a road map for uprooting entrenched biases and sharing candid, fact-based perspectives on race that will lead to increased awareness, empathy, and action.
Abstract.When entering into a negotiation, individuals have the choice to enact a varietyof communication styles. We test the differential impact of being “warm and friendly” versus “tough andfirm” in a distributive negotiation whenfirst offers are held constantand concession patterns are tracked. We train a natural language processing algorithmto precisely quantify the difference between how people enact warm and friendly versustough andfirm communication styles. Wefind that the two styles differ primarily in lengthand their expressions of politeness (Study1). Negotiators with a tough andfirm com-munication style achieved better economic outcomes than negotiators with a warm andfriendly communication style in both afield experiment (Study2) and a laboratory ex-periment (Study3). This was driven by the fact that offers delivered in tough andfirmlanguage elicited more favorable counteroffers. We furtherfind that the counterparts ofwarm and friendly versus tough andfirm negotiators did not report different levels ofsatisfaction or enjoyment of their interactions (Study3). Finally, we document that in-dividuals’lay beliefs are in direct opposition to ourfindings: participants believe thatauthors of warmly worded negotiation offers will be better liked and will achieve bettereconomic outcomes (Study4).
Few people have sat across from the Iranians and the North Koreans at the negotiating table. Wendy Sherman has done both. During her time as the lead US negotiator of the historic Iran nuclear deal and throughout her distinguished career, Wendy Sherman has amassed tremendous expertise in the most pressing foreign policy issues of our time. Throughout her life-from growing up in civil-rights-era Baltimore, to stints as a social worker, campaign manager, and business owner, to advising multiple presidents-she has relied on values that have shaped her approach to work and leadership: authenticity, effective use of power and persistence, acceptance of change, and commitment to the team. Not for the Faint of Heart takes readers inside the world of international diplomacy and into the mind of one of our most effective negotiators-often the only woman in the room. She shows why good work in her field is so hard to do, and how we can learn to apply core skills of diplomacy to the challenges in our own lives.
Schoenberger, Chana: Bidding for Development Aid Harris, Marilyn: Bottom-Up Corporate Social Responsibility Harris, Marilyn: Collaborating is Hard Work Schoenberger, Chana: Harmonizing Tension of Hybrid Organizations
Global philanthropy holds immense promise in the 21stcentury. Global giving is growing, gaining visibility, and creating much-needed change around the world . Over time and across geographies the world has witnessed a near-universal charitable instinct to help others. Recent years, however, have seen a marked and promising change in charitable giving - wealthy individuals, families, and corporations are looking to give more, to give more strategically, and to increase the impact of their social investments.
There appears to be a growing belief that institutional philanthropy can encourage more strategic investment approaches; facilitate collaboration; serve as a role model for others; and, in sum, have greater impact on the economic and social challenges being addressed. Despite the growing significance and scale of institutionally-based philanthropy, remarkably little is known about the related resources and their deployment at the national, regional, and global levels. Until the launch of this effort there has been no ongoing and globally coordinated undertaking to quantify the volume of global giving, classify its purposes, or seek to understand its current and potential impact.
In the spring of 1994, the tiny African nation of Rwanda was ripped apart by a genocide that left nearly a million dead. Neighbors attacked neighbors. Family members turned against their own. After the violence subsided, Rwanda's women—drawn by the necessity of protecting their families—carved out unlikely new roles for themselves as visionary pioneers creating stability and reconciliation in genocide's wake. Today, 64 percent of the seats in Rwanda's elected house of Parliament are held by women, a number unrivaled by any other nation.
While news of the Rwandan genocide reached all corners of the globe, the nation's recovery and the key role of women are less well known. In Rwandan Women Rising, Swanee Hunt shares the stories of some seventy women—heralded activists and unsung heroes alike—who overcame unfathomable brutality, unrecoverable loss, and unending challenges to rebuild Rwandan society. Hunt, who has worked with women leaders in sixty countries for over two decades, points out that Rwandan women did not seek the limelight or set out to build a movement; rather, they organized around common problems such as health care, housing, and poverty to serve the greater good. Their victories were usually in groups and wide ranging, addressing issues such as rape, equality in marriage, female entrepreneurship, reproductive rights, education for girls, and mental health.
These women's accomplishments provide important lessons for policy makers and activists who are working toward equality elsewhere in Africa and other postconflict societies. Their stories, told in their own words via interviews woven throughout the book, demonstrate that the best way to reduce suffering and to prevent and end conflicts is to elevate the status of women throughout the world.
About The Author(s)
Swanee Hunt chairs the Washington-based Institute for Inclusive Security. During her tenure as U.S. ambassador to Austria (1993–97), she hosted negotiations and symposia focused on securing peace in the neighboring Balkan states. She is the Eleanor Roosevelt Lecturer in Public Policy at Harvard University’s John F. Kennedy School of Government, CEO of Hunt Alternatives, and a member of the U.S. Council on Foreign Relations. She has appeared on CNN, MSNBC, Fox News, and NPR and written for Foreign Affairs, Foreign Policy, the International Herald Tribune, Chicago Tribune, Los Angeles Times, and Boston Globe, among other publications. She is the author of Worlds Apart: Bosnian Lessons for Global Security, Half-Life of a Zealot, and This Was Not Our War: Bosnian Women Reclaiming the Peace, all also published by Duke University Press.
Jimmy Carter was the thirty-ninth president of the United States. A Nobel Prize laureate and author of numerous books, President Carter is the founder of The Carter Center, which has worked for decades to resolve conflict, promote democracy, protect human rights, and prevent disease around the globe.
Conversation is a fundamental human experience that is necessary to pursue intrapersonal and interpersonal goals across myriad contexts, relationships, and modes of communication. In the current research, we isolate the role of an understudied conversational behavior: question-asking. Across 3 studies of live dyadic conversations, we identify a robust and consistent relationship between question-asking and liking: people who ask more questions, particularly follow-up questions, are better liked by their conversation partners. When people are instructed to ask more questions, they are perceived as higher in responsiveness, an interpersonal construct that captures listening, understanding, validation, and care. We measure responsiveness with an attitudinal measure from previous research as well as a novel behavioral measure: the number of follow-up questions one asks. In both cases, responsiveness explains the effect of question-asking on liking. In addition to analyzing live get-to-know-you conversations online, we also studied face-to-face speed-dating conversations. We trained a natural language processing algorithm as a “follow-up question detector” that we applied to our speed-dating data (and can be applied to any text data to more deeply understand question-asking dynamics). The follow-up question rate established by the algorithm showed that speed daters who ask more follow-up questions during their dates are more likely to elicit agreement for second dates from their partners, a behavioral indicator of liking. We also find that, despite the persistent and beneficial effects of asking questions, people do not anticipate that question-asking increases interpersonal liking.
We evaluate the effect of discussion on the accuracy of collaborative judgments. In contrast to prior research, we show that discussion can either aid or impede accuracy relative to simple averaging of collaborators’ independent judgments, as a systematic function of task type and interaction process. On estimation tasks with a wide range of potential estimates, discussion aided accuracy by helping participants prevent and eliminate egregious errors. On estimation tasks with a naturally bounded range, discussion following independent estimates performed on par with averaging. Importantly, if participants did not first make independent estimates, discussion significantly harmed accuracy by limiting the range of considered estimates, independent of task type. Our research shows that discussion can be a powerful tool for error reduction, but only when structured appropriately: Decision-makers should form independent judgments in order to consider a wide range of possible answers, and then use discussion to eliminate extremely large errors.
With the Arab Spring, the Iran nuclear deal, and the rise of ISIS, the reality in the Middle East and North Africa has changed fundamentally over the past few years. This report aims to make contributions to the understanding of the interconnected conflicts in the MENA region. It assesses the shifted network of relationships and alliances in the Middle East and North Africa and helps evaluate the effectiveness of future negotiation strategies to be employed by key actors with influence in the region.
The Hauser Institute conducted a new study exploring the value, parameters, and sustainability of a Haiti Funders Forum. In collaboration with The Haiti Fund at the Boston Foundation and with support from the W.K. Kellogg Foundation, researchers Paula Johnson and Colleen Kelly conducted a series of conversations with funder network leaders, individual interviews with Haiti funders, and a survey of a broad range of funders and other constituents to analyze and assess the potential activities and operational issues of a forum. The creation of a Haiti Funders Forum would aim to increase the effectiveness of philanthropy in Haiti by promoting information sharing, networking, and collaboration among grantmakers and social investors and through advocacy for increased philanthropy to and within the country.
The report summarizes the findings and makes recommendations on a Forum’s values, mission, and goals; functions and activities; and institutional and operational aspects.
From Prosperity to Purpose: Perspectives on Philanthropy and Social Investmentamong Wealthy Individuals in Latin America explores private giving and social investment among high net worth individuals and families in six Latin American countries (Argentina, Brazil, Chile, Colombia, Mexico, and Peru), analyzing donors' motivations and aspirations; philanthropic practices and operations; challenges and obstacles to giving; and the types of support, resources, and policy reforms that might increase giving and strengthen its impact.
Completed by researchers at the Hauser Institute at Harvard University and supported by UBS, From Prosperity to Purpose is an effort to advance the understanding, practice, and impact of philanthropy in Latin America.
European municipalities, eager to increase the use of environmentally friendly forms of public transportation, offered bicycle sharing programs as adjuncts to their public transportation systems. This case focuses on the bicycle sharing systems in three mid-sized European cities: Mainz, Germany, Lille, France and Antwerp, Belgium. The case describes the market segments within each city and lays out the marketing mix variables-the 4Ps (product, price, place and promotion)-to allow students to compare and contrast the cities' opportunities and challenges. The protagonist in each city is charged with using the marketing mix to help his or her city reach its goals: in Mainz, to reach breakeven; in Lille, to increase bicycle usage from 2% to 10% and in Antwerp, to persuade drivers to commute by bicycle instead of by car.
For more than a century, the United States has been the world's most powerful state. Now some analysts predict that China will soon take its place. Does this mean that we are living in a post-American world? Will China's rapid rise spark a new Cold War between the two titans?
In this compelling essay, world renowned foreign policy analyst, Joseph Nye, explains why the American century is far from over and what the US must do to retain its lead in an era of increasingly diffuse power politics. America's superpower status may well be tempered by its own domestic problems and China's economic boom, he argues, but its military, economic and soft power capabilities will continue to outstrip those of its closest rivals for decades to come.
Leaders today—whether in corporations or associations, nonprofits or nations—face massive, messy, multidimensional problems. No one person or group can possibly solve them—they require the broadest possible cooperation. But, says Harvard scholar Dean Williams, our leadership models are still essentially tribal: individuals with formal authority leading in the interest of their own group. In this deeply needed new book, he outlines an approach that enables leaders to transcend internal and external boundaries and help people to collaborate, even people over whom they technically have no power.
Drawing on what he's learned from years of working in countries and organizations around the world, Williams shows leaders how to approach the delicate and creative work of boundary spanning, whether those boundaries are cultural, organizational, political, geographic, religious, or structural. Sometimes leaders themselves have to be the ones who cross the boundaries between groups. Other times, a leader's job is to build relational bridges between divided groups or even to completely break down the boundaries that block collaborative problem solving. By thinking about power and authority in a different way, leaders will become genuine change agents, able to heal wounds, resolve conflicts, and bring a fractured world together.