A Yale study conducted in the early days of the COVID-19 pandemic found that feeling like part of a team reduced reported stress and burnout—an insight with implications for how any kind of organization can weather a crisis.
In an excerpt from her book Social Chemistry: Decoding the Patterns of Human Connection, Prof. Marissa King explains how a more experienced colleague can help propel your career.
A study of the Champagne market co-authored by Yale SOM’s Amandine Ody-Brasier suggests that other industry players are more likely to accept unconventional practices when they come from established firms.
Prof. Marissa King’s interdisciplinary approach to network science has produced new insights into how people interact and ideas spread. Her new book, Social Chemistry, explains how an understanding of social networks can help solve issues faced every day by individuals, organizations, and societies.
Yale SOM’s Amy Wrzesniewski, an expert in how people find meaning in their jobs, says that working remotely can diminish our sense of community and structure—and offers suggestions for staying anchored.
A majority of White Americans say that the Black Lives Matter movement has prompted them to have conversations about race. We asked Yale SOM’s Cydney Dupree, who has studied how people from different racial groups communicate with each other, what her research says about the dynamics of the current moment.
Both online and in-person friendships are more likely to develop between people who have similar linguistic styles, according to a new study co-authored by Balázs Kovács at Yale SOM.
In an online conversation, Yale SOM faculty members discussed diverging responses to the COVID-19 pandemic and the need for global cooperation.
In an online event, Yale SOM faculty members discussed the sudden transformation of the workplace forced by COVID-19 and the potential for more lasting change.
We asked Yale SOM’s James Baron about the research on the effectiveness of annual reviews and what a better method might look like.
The study suggests that for many organizations, assigning professionals from one team as points of contact to members of another—while they still maintain close ties to their own peers—may help resolve conflicts.