I was a guest on the podcast The Bunker, where I talked with host Andrew Harrison about how “grindset” culture and self-promoting CEOs are damaging businesses and society. We also talked about Fountains of Wayne. You can listen to the podcast here.
organizations
Conformity
This is the week of the 2025 world figure skating championships. Since the next Winter Olympics are in 2026, this event is going to be particularly intense, because the placements here will determine how many competitors each country gets to send to the Olympics. I won’t be at Worlds, as much as I love Boston – it would have been an expensive trip, but now the anti-Canadian attitudes of the US government are making a lot of Canadians nervous about crossing the border.
Instead of going to Worlds, I went to a different kind of skating event this weekend. It was a performance by Le Patin Libre. Several members of this Montreal-based “contemporary skating company” are former competitive skaters who became frustrated with (more…)
David Lodge: Business and English
British writer David Lodge passed away in January, at the grand age of 89. I was sad to hear of his death, because his work meant a lot to me. He balanced two very different careers – academic and novelist – which had its challenges but also gave him a broad perspective on the world. And one of his novels particularly resonated with me as an undergraduate student, because I was trying to navigate the two different worlds depicted in that novel.
My undergraduate degree is a Bachelor of Business Administration, with majors in business and English. There was exactly one other person among the several hundred students in my BBA program who was also enrolled in business and English (he was doing a minor in English). The business students doing majors or minors in other subjects – and there weren’t many of them – were enrolled in psychology, economics, or statistics.
I don’t exaggerate when I say that business students despised English students and English students despised business students. The business students thought the English students were (more…)
A Closer Look at Malcolm Gladwell’s “Magic Third”
Twelve years ago, I wrote a post on this blog about the “10,000 hour rule” that Malcolm Gladwell promoted in his book Outliers. Gladwell claimed that 10,000 hours was the “magic number of greatness” – that 10,000 hours of practice was required to excel at an activity. The author of the study that Gladwell cited as supporting this claim said that Gladwell misinterpreted the study’s results. Others have pointed out that the “10,000 hour rule” is misleading in suggesting that the total time spent on an activity is the only predictor of success. It doesn’t take into account other variables that might affect skill development, such as deliberate practice, innate or acquired talent, the age at which someone begins the activity, and access to appropriate equipment, coaching, and training sites.
While there are debates about exactly how much effect some of these variables have, it’s clear that Gladwell took the 10,000-hour figure out of context, and also skimmed over some important details that are necessary to fully understand how skill development works.
The post I wrote on the “10,000-hour rule” is by far the most popular post ever on this blog. That shows how interested people are in what Gladwell says. It also shows the importance of looking closely at his claims – to see what evidence he cites to support them, and to see whether experts on the subject agree with his interpretations.
This is not to say that only experts can discuss these kinds of topics. Sometimes an outsider can see details or trends that experts don’t notice. And there’s always a place for a writer who’s not a scientist or researcher to explain research and its outcomes to a general audience. But the writer needs to get the details right, and not simplify things to the point where important pieces of information are omitted.
Gladwell has just released a new book, Revenge of the Tipping Point. One of its
chapters is about a new “magic number”: the “Magic Third”. This, Gladwell claims, is the number of minority members in a group that’s necessary for the minority to be accepted as part of the group. I’m going to look at this claim in detail because this general subject (organization and group dynamics) falls into my own area of professional expertise, so I have some familiarity with the relevant research.
The chapter subtitle of “The Magic Third” is a quote from one of Gladwell’s interviewees: “I would say, absolutely, there is some tipping point in my experience”. Notice that the quote doesn’t mention the “magic third”, or any number for that matter; it only says that there is a demographic tipping point which causes group dynamics to change. This type of change is well-documented in research on the effects of group composition. The fact that group dynamics change if group membership changes also won’t be a surprise to anyone.
Gladwell starts out by discussing (more…)
The Power to Change
When I was researching the article on the “right to disconnect” that I recently wrote for The Conversation, one of the studies that I referenced was one exploring over-connectivity and gender equity in the legal profession. The Australian researchers interviewed 63 lawyers about the effects of newer digital technology tools (e.g. email, Zoom, Teams, texting, mobile phones) on their work. The legal profession is a good place to study these effects, because lawyers do complex work in time-sensitive situations that can unexpectedly change. They also simultaneously manage multiple clients, cases, and commitments.
The interviewees appreciated the work flexibility that digital technology gave them – particularly women with family or household commitments outside of work. But they reported that they were experiencing more challenges around setting boundaries between work and non-work times, due to their increased availability. Many also said that easier communication had intensified clients’ expectations for fast turnarounds and responses.
The interviewees discussed individual and firm-level strategies they used to deal with “digital overload”. These included clearly defined work hours, limiting the methods by which clients could contact them, and organizational policies with guidelines such as expected response times to messages from client. However, this part of the discussion really stood out to me. (more…)
The Right To Disconnect
I wrote an article for The Conversation website about “right to disconnect” laws (laws that give workers the right to ignore after-hours communications from employers) and why these are an opportunity for organizations, rather than a constraint. The full article is available here.
Mapping Temporary Foreign Workers in Canada
UPDATE: Regrettably the creator of the map described in this post has discontinued the map website. Thank you for your hard work, anonymous map-maker. The federal government data that were used to make the map, and that are regularly updated, are posted here.
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In the last few weeks, there has been a lot of discussion around the Canadian federal government’s Temporary Foreign Worker (TFW) program. This program allows eligible employers to hire temporary workers from outside Canada. To be eligible to hire a TFW, an employer usually has to obtain a “positive” Labour Market Impact Assessment (LMIA), which is a confirmation that the employer cannot find qualified Canadian workers to fill its vacant job. A worker entering Canada on a TFW permit can only work for the employer that received the LMIA for the job.
Part of the reason for the increased attention to the TFW program is the release of a new report commissioned by the United Nations’ Human Rights Council. The report calls the TFW program “a breeding ground for contemporary forms of slavery”. It alleges that employers having control over TFWs’ immigration status in Canada leads to worker exploitation and abuse, with workers afraid to report mistreatment for fear of being fired and deported. It’s also been suggested that Canadian employers turn to using TFWs when they aren’t willing to pay the higher wage rates that Canadian workers expect.
Other critics of the program have alleged that the LMIA process is being corrupted by unethical employers and immigration agents. These employers create non-existent jobs, get positive LMIAs for those jobs, and then, with the help of the agents, “sell” the LMIAs to individual immigrants. The immigrant pays the employer a fee – allegedly often in the tens of thousands of dollars – and the employer hires the immigrant to fill the vacant “job”. The immigrant can then (more…)
Is Organizational Commitment the Reason that Managers Don’t Support Diversity?
Organizational commitment – how strongly a participant feels affiliated with an organization – is a fascinating phenomenon. Strong organizational commitment can be highly beneficial to the organization and to the participant, because strongly committed participants generally contribute positively and helpfully to the organization. These contributions aren’t just in the form of improved productivity, but also in the form of organizational citizenship that improves the quality of interpersonal relationships within the organization, and the overall experience of being part of the organization.
(I use “participant” rather than “employee” because organizational commitment is important in paid employment and in volunteer work. It can be even more important in volunteer-based organizations, because strong affiliations, and the benefits that volunteers experience from them, can be a reason for volunteers to participate in the organization when there’s no financial reward for doing so.)
However, there’s a downside to organizational commitment. It can be so strong that participants tend to overlook or downplay, or even try to discredit, negative information or events. This isn’t necessarily because of any malicious intent, but because the participant genuinely believes that the information is inaccurate or that it reflects poorly on the organization. Addressing this conundrum is where researchers Daniel To, Elad Sherf, and Maryam Kouchaki have made an extremely valuable contribution to the literature on organizational diversity initiatives – by finding that managers having structural power in organizations may actually reduce their support for diversity initiatives.
When pretty much every organization has a statement or policy about the importance of diversity and the importance of supporting it, it may seem counter-intuitive that managers would resist diversity initiatives. This seems especially counter-intuitive when (more…)
Ship of Fools
As some of this blog’s followers will know – especially those that follow my other blog – I have two careers: one in academia, and one in music writing. The two don’t often intersect, and that’s partly because I try to keep them separate. Having a Ph.D. and being a university professor doesn’t mean a lot in the music writing world, and being a music writer doesn’t mean a lot in the academic world. There might be some overlap if my degree was in a subject related to music, but although my area of study is very useful in helping me to understand how the music industry works, it’s not explicitly music-related.
This week marks the anniversary of the day I defended my doctoral dissertation – March 17, 1995. The defense comes after you’ve written your dissertation, which is an original piece of research, and your academic supervisor (supervisors, in my case) has signed off on it. You verbally present your research and your findings to a panel of professors, including an external assessor from another university. The panel members ask you questions about what you’ve done, and then you wait outside the room while the panel decides whether you’ve passed.
The defense is extremely nerve-wracking – you’re defending several years’ worth of work to a panel that has the power to say “no, not good enough, go back and try again”. But I was exceptionally nervous about my defense. At an earlier step in my doctoral program, the progress of my dissertation was suddenly derailed because (more…)
Being Woke about “Woke”
Research is intended to move knowledge forward. One of the ways that happens is by putting ideas forward and collectively discussing them.
A new article in the academic journal Academy of Management Perspectives asks the provocative question: Why Do Companies Go Woke? It’s extremely troubling that research mostly based on broad generalizations and selective interpretations has been published in such a high-profile journal – particularly one with the stated mission of “inform[ing] current and future ‘thought leaders’”.
Before anyone starts screaming “censorship” – the authors of the article, like any researchers, have a right to research whatever they think is worth researching, and to write about the results of that research. However, no researcher has the right to have their research published, and journals are not required to publish every submission they receive. The editors of Academy of Management Perspectives have affected the journal’s credibility by choosing to publish this article, thus legitimizing its inaccurate and divisive positions.
Analyzing how companies choose to react to events in society is an extremely valuable research topic. Understanding these reactions can generate further insights, and possibly assist other companies in reacting appropriately or productively. However, one of the many problems with the article’s approach to this topic is the article’s fundamental concepts: the definition of “woke”, and (more…)
All About Work 