management

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.

Just Say No

In every workplace there are tasks that aren’t enjoyable to do, or that aren’t part of formal job descriptions but are important for building positive relationships and community. However, research has shown that these kinds of tasks – which some researchers have labeled “office housework” –  tend to be done more often by women and by members of demographic minorities. It’s also been suggested that doing these tasks can have a negative impact on the careers of those who regularly take them on.

The new book The No Club: Putting A Stop To Women’s Dead-End Work, by Linda Babcock, Brenda Peyser, Lise Vesterlund, and Laurie Weingart,  is a very thoughtful analysis of this phenomenon. Coincidentally, I came across the book when I was thinking about how “office housework” functions in academic workplaces. I recently left an academic job, but I still regularly get requests to (more…)

Blowing the Whistle on the CBC

One of the principles that managers are taught is the importance of listening to employees. Listening to employees makes them feel valued and included. But the other side of that principle, which regularly gets overlooked, is that the listening should result in action. If employees express concerns about the organization to managers, and nothing happens, that can lead to a distrust that potentially undermines the employee-manager relationship in the long run.

The Canadian Broadcasting Corporation (CBC) is Canada’s publicly funded national English-language broadcaster; its French-language counterpart is Radio-Canada. In the last couple of years, CBC has had several internal management-employee disputes that have spilled into public view. After radio host Jian Ghomeshi was fired in 2014, it emerged that several employees had filed formal and informal complaints with CBC management about his harassment and abuse, but no meaningful action was ever taken. Last year, there was criticism of the CBC’s coverage of anti-racism protests in the US, reports that journalist/host Wendy Mesley had twice used the N-word in workplace meetings, and an arbitration decision that found CBC had wrongly dismissed a reporter who criticized comments by (former) hockey commentator Don Cherry. Not surprisingly, CBC employees then publicly expressed concerns about the lack of diversity within CBC’s own workforce, as well as bias in the choices of what was considered “news” and how some issues were presented.

In response to those complaints, CBC editor-in-chief Brodie Fenlon publicly committed to a number of workplace initiatives, including (more…)

A Tale of Two Universities

One of the ways that business schools and universities like to promote their contributions to society is to emphasize their external connections. These connections take many forms. There are formal relationships such as co-op placements for students, program advisory councils, and participation in external community and academic organizations. Less visibly, there are also connections such as researchers collecting data from or conducting research for organizations, and businesses providing opportunities for students to do class projects or case studies.

However, to paraphrase George Orwell, it appears that at some universities all external connections are equal, but some are more equal than others.

(more…)

Roundup: On organizational change rhetoric, strategic planning, and consultants — Minding the Workplace

Hello dear readers, over the life of this blog, I’ve sometimes taken aim at certain popular management practices. Here’s a roundup of some of my favorites: Using the empty rhetoric of change to justify or impose change (2015) (link here) — “With apologies to Bob Dylan, the times are always a-changin’. But if you buy into […]

via Roundup: On organizational change rhetoric, strategic planning, and consultants — Minding the Workplace

The “Skills Gap”

A lot of recent discussion about the labour force in Canada and elsewhere has focused on the “skills gap” – the alleged mismatch between workers’ skills and the abilities that employers need. One reason for the alleged gap is “digital disruption” – the automation or digitization of job tasks – which is changing how some jobs are done and thus changing the skills needed to successfully perform those jobs. These changes are so rapid that workers’ skills may quickly become outdated. Along similar lines, the Royal Bank of Canada recently released a report calling for post-secondary institutions to improve their graduates’ “human skills”, so as to better equip them for the parts of their future jobs that will involve working with people rather than with computers.

The narrative around the “skills gap” has mostly been controlled by employers and by the business community, and the business media have, generally, uncritically bought into the narrative. But the narrative is misleading in how it portrays the problem. It ignores (more…)

I Think This Is An Important Topic

And, um, I’d like to suggest that we should pay more attention to it?

A recent discussion on Twitter raised some provocative points about communication norms in workplaces, especially those norms associated with gender. The research of linguists and sociologists such as Deborah Tannen has shown that men and women communicate differently, especially in the context of work. Men tend to present their views and opinions directly, while women tend to frame their statements with qualifiers such as “I think” or “in my opinion”.

In any workplace, the dominant group’s norms – both linguistic and behavioural – usually become (more…)

The Golden Passport

It costs $144,000 US to get a Master of Business Administration degree at the Harvard Business School (HBS). Anyone paying that amount of money isn’t just buying an education – they’re also buying into a reputation, and gaining entry into a self-perpetuating elite circle of control. That’s why business journalist Duff McDonald’s new book, The Golden Passport: Harvard Business School, The Limits of Capitalism, and the Moral Failure of the MBA Elite, is a much-needed critique. It takes an uncompromising look at how HBS operates, and how (more…)