Under New Management Podcasts
Mike interviews Jenny Hoobler about why the glass ceiling effect still persists for executive women. Jenny talks about the results of her study that show that managers tend to perceive women as having lower levels of fit with their jobs because they perceive them to have high levels of family-to-work conflict. (Interestingly, this effect holds even for women who were single and had no children!) As a result, women whose managers perceived them as not being a good fit for their jobs were promoted less often. Jenny M. Hoobler (Ph.D., University of Kentucky) is Associate Professor of Management at University of Illinois at Chicago. She has published 8 journal articles on gender, diversity, and work and family intersections since receiving her Ph.D. Her current projects continue to focus on the importance of bosses’ perceptions in women’s career progress. In a large grant-funded project on this topic, she and colleagues at UIC test whether when bosses are presented with objective indicators of women’s career success (e.g., salary histories), they are less likely to engage in career-limiting biases. She has received 3 Best Paper Awards at the Southern Management Association, serves on two editorial boards, and was elected to the executive committee of the Human Resource Division of the Academy of Management. She and her husband Ryan live with their dog, Indie, in Chicago’s Little Italy. You can download the podcast by clicking here. Recommended further readings: These articles provide summary statistical information about employees in managerial and academic positions and their corresponding salaries by demographic group. They are useful in comparing, for example, men versus womens’ annual earnings. “Women and men in U.S. corporate leadership: Same workplace, different realities?” Catalyst (2004). “The 2006 Catalyst census of women corporate officers and top earners,” Catalyst (2004). National Center for Education Statistics’ “Postsecondary institutions in the United States: Fall 2003 and degrees and other awards conferred: 2002-03 (NCES 2005-154),” (Washington, DC: Author, 2005a). National Center for Education Statistics’. “Integrated Postsecondary Education Data System (IPEDS), Winter 2003-04, Table 228,” (Washington, DC: Author, 2005b). For further research that investigates how gender impacts perceived and actual work productivity, we suggest the following articles: K. S. Lyness and M. E. Heilman’s “When fit is fundamental: Performance evaluations and promotions of upper-level female and male managers,” Journal of Applied Psychology,” 91 (2006): 777–785. N. H. Wolfinger, M. A. Mason, and M. Goulden’s “Problems in the pipeline: Gender, marriage, and fertility in the Ivory Tower,” Journal of Higher Education 7 (2008): 388-405. For definitions, descriptions, and analyses of family-work conflict and its counterpart, family-work enrichment (when the two domains complement one other), the following articles are informative and widely cited: K. Byron’s “A meta-analytic review of work-family conflict and its antecedents,” Journal of Vocational Behavior 67 (2005): 169–198. J. H. Greenhaus and N. J. Beutell’s “Sources of conflict between work and family roles,” Academy of Management Review 10 (1985): 76–88. J. H. Greenhaus and G. Powell’s “When work and family are allies: A theory of work-family enrichment,” Academy of Management Review 31 (2006): 72–92. For more information about “think leader, think male” biases, Alice Eagly and Madeline Heilman have written several key research reports that discuss the sociological and cultural foundations of this bias and its effect on women’s upward mobility at work. M. E. Heilman’s “Description and prescription: How gender stereotypes prevent women’s ascent up the organizational ladder,” Journal of Social Issues 57 (2001): 657–674. A. H. Eagly’s Sex differences in social behavior: A social role interpretation. (Hillsdale, NJ: Erlbaum, 1987). Michael Johnson is an Assistant Professor in D
Mike interviews Stuart Bunderson about his research on work as a calling. Drawing on rich philosophical and theological traditions, Stuart talks about how calling changes the way people think about their occupations. Using an unusual sample of zookeepers, he discovered what seeing work as a calling means both to the employee and to the organization. Dr. J. Stuart Bunderson is an Associate Professor of Organizational Behavior in the Olin School of Management at Washington University in St. Louis. Before coming to Olin, he worked in organization and management development at PepsiCo, Inc., and studied change management at Allina Health System. You can download the podcast by clicking here. Date of the interview: February 24, 2009 Recommended further readings: Boyatzis, R., McKee, A., & Goleman, D. (2002). Reawakening Your Passion for Work. Harvard Business Review, 80(4), 86-94. Bunderson, J., & Thompson, J. (2009). The Call of the Wild: Zookeepers, Callings, and the Double-edged Sword of Deeply Meaningful Work. Administrative Science Quarterly, 54(1), 32-57. Hardy, L. (1990). Fabric of This World: Inquiries into Calling, Career Choice, and the Design of Human Work. Grand Rapids, MI: Wm B. Eerdmans Publishing. Novak, M. (1996). Business as a Calling: Work and the Examined Life. New York: The Free Press. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via email@example.com
Morela interviews Sabrina Deutsch Salamon about her research on trust and the advantageous effects that nurturing manager trust in employees may have on organizational performance. Sabrina proposes that employees who feel trusted by their managers think more about how to achieve organizational goals in a manner that does not hurt the organization, rather than about how to maximize their personal objectives with little regard for the organization. Dr. Sabrina Deutsch Salamon (firstname.lastname@example.org) is an Associate Professor in the School of Administrative Studies at York University, Canada. She earned her PhD in Organizational Behavior at the Sauder School of Business at the University of British Columbia. Sabrina's research interests include organizational trust, citizenship and deviant behaviors, and group dynamics. Her work has been published in several academic outlets including the Journal of Applied Psychology and the Journal of Organizational Behavior. You can download the podcast by clicking here. Date of the interview: September 23, 2008 Recommended further readings: Brower, H. H., Schoorman, F.D., Hoon Tan H. 2000. A Model of Relational Leadership: The Integration of Trust and Leader-Member Exchange. Leadership Quarterly, 11:227-250. Deutsch Salamon, S. & Robinson, S. 2008. Trust That Binds: The Impact of Collective Trust on Organizational Performance. Journal of Applied Psychology 93, 593-601. Kramer, R.M. (ed.). 2007. Organizational Trust: A Reader. Oxford, UK: Oxford University Press. Kramer, R. & Tyler T.R. (eds) .1996. Trust in Organizations: Frontiers of Theory and Research. Thousand Oaks, CA, US: Sage Publications. Tenbrunsel, A. E., & Messick, D. M. 1999. Sanctioning Systems, Decision frames, and Cooperation. Administrative Science Quarterly, 44: 684-707. Morela Hernandez is an Assistant Professor in the Department of Management and Organization in the Foster Business School at the University of Washington. She can be reached at email@example.com
Morela Hernandez interviews Joshua Margolis and Andy Molinsky about a study they recently conducted that examined how individuals performing "necessary evils" respond to the reality of causing harm to others and how different response styles to this experience affect their subsequent treatment of the target of their actions. Investigating the experiences of managers, doctors, police officers, and addiction counselors, Joshua and Andy find that different response styles are dependent on the psychological engagement and disengagement of those performing "necessary evils". Joshua Margolis (firstname.lastname@example.org) is an associate professor of business administration in the organizational behavior unit at Harvard Business School. He received his Ph.D. from Harvard University. His research focuses on the distinctive ethical challenges that arise in organizations and professional work and how people can meet those challenges with practical effectiveness and moral integrity. Andy Molinsky (email@example.com) is an assistant professor of organizational behavior at Brandeis University's International Business School. He received his Ph.D. from Harvard University. His research focuses on how people navigate emotionally demanding aspects of their jobs, including necessary evils and cross-cultural interactions. You can download the podcast by clicking here. Date of the interview: August 18, 2008 Recommended further readings: Brockner, J. 2006. Why it's so hard to be fair. Harvard Business Review, 84: 122-129. Clair, J. A., & Dufresne, R. L. 2004. Playing the grim reaper: How employees experience carrying out a downsizing. Human Relations, 57: 1597-1625. Groopman, J. 2002. Dying words. The New Yorker, October 28: 62-70. Margolis, J.D. & Molinsky, A.L. 2008. Navigating the bind of necessary evils: Psychological engagement and the production of interpersonally sensitive behavior. Academy of Management Journal, 51: 847-872. Molinsky, A.L., & Margolis, J.D. 2005. Necessary evils and interpersonal sensitivity in organizations. Academy of Management Review, 30: 245-268. Molinsky, A.L. & Margolis, J.D. 2006. The emotional tightrope of downsizing: Hidden challenges for leaders and their organizations. Organizational Dynamics, 35: 145-159. Morela Hernandez is an Assistant Professor in the Department of Management and Organization in the Foster Business School at the University of Washington. She can be reached at firstname.lastname@example.org .
Mike interviews Christina Maslach of the University of California-Berkeley about her research on employee burnout. Her most recent study found that employees who show one of the symptoms of burnout will likely show full-blown burnout a year later, if their jobs also have one of the accompanying conditions leading to burnout. Christina Maslach is Vice Provost for Teaching and Learning, and Professor of Psychology at the University of California at Berkeley. She received her A.B., magna_cum laude, in Social Relations from Harvard-Radcliffe College in 1967, and her Ph.D. in Psychology from Stanford University in 1971. She has conducted research in a number of areas within social and health psychology. However, she is best known as one of the pioneering researchers on job burnout, and the author of the Maslach Burnout Inventory (MBI), the most widely used research measure in the burnout field. You can download the podcast by clicking here. Date of the interview: August 5, 2008 Recommended further readings: Leiter, M. P., & Maslach, C. (2005). Banishing burnout: Six strategies for improving your relationship with work. San Francisco, CA: Jossey-Bass. Maslach, C., & Leiter, M. P. (1997). The truth about burnout. San Francisco, CA: Jossey-Bass. Maslach, C., & Leiter, M. P. (2008). Early predictors of job burnout and engagement. Journal of Applied Psychology, 93, 498-512 Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. In S. T. Fiske, D. L. Schacter, & C. Zahn-Waxler (Eds.), Annual Review of Psychology, 52, 397-422. Schaufeli, W. B. & Enzmann, D. (1998). The burnout companion to study and practice: A critical analysis. London: Taylor & Francis. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via email@example.com
Mike interviews Sabine Sonnentag from Universität Konstanz in Germany about a study she recently conducted on how people recover from work Sabine Sonnentag discusses how disengaging from work in the evening affects people's moods.in the evening. Using Palm Pilots, participants reported their activities in the evening and their moods the following morning. Results indicated that detaching from work, relaxing, and engaging in challenging off-job activities greatly improved people's moods the following day. Sabine Sonnentag is a full professor of Work and Organizational Psychology at the University of Konstanz, Germany and a visiting professor at the Radboud University Nijmegen, the Netherlands. She studied psychology at the Free University Berlin and received her Ph.D. from the Technical University Braunschweig. In her research, Dr. Sonnentag is mainly interested in how individuals can achieve sustained high performance at work and remain healthy at the same time. She studies recovery from job stress, proactive work behavior, learning, and self-regulation in the job context. You can download the podcast by clicking here. Date of the interview: July 29, 2008 Recommended further readings: Binnewies, C., Sonnentag, S., & Mojza, E. J. (in press). Daily performance at work: Feeling recovered in the morning as a predictor of day-level job performance. Journal of Organizational Behavior. Sonnentag, S., Binnewies, C., & Mojza, E. J. (2008). "Did you have a nice evening?" A day-level study on recovery experiences, sleep, and affect. Journal of Applied Psychology, 93, 674-684. Schwartz, T. (2007). Manage your energy, not your time. Harvard Business Review, 85(10), 63-73. Trougakos, J. P., Beal, D. J., Green, S. G., & Weiss, H. M. (2008). Making the break count: An episodic examination of recovery activities, emotional experiences, and positive affective displays. Academy of Management Journal, 51, 131-146. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via firstname.lastname@example.org
Mike interviews Chris Barnes of Michigan State University about an experiment he and his colleagues conducted that looked at helping in teams. They find that providing back up help for team members sometimes harms both short-term and long-term team performance. Helping teammates can prevent team members from completing their own work, and can enable the help recipients such that they come to rely on the back up from their team. Christopher M. Barnes is currently a graduate student in the Eli Broad Graduate School of Management at Michigan State University, pursuing a PhD in Business Administration with a major in Organizational Behavior and a minor in Industrial/Organizational Psychology. His current research interests include team performance and decision-making, the influence of fatigue on individual and team performance, team compensation, and leadership. You can download the podcast by clicking here. Date of the interview: July 23, 2008 Recommended further readings: Barnes, C. M, Hollenbeck, J. R, Wagner, D. T, DeRue, D. S., Nahrgang, J. D, & Schwind, K. M. (2008). Harmful help: The costs of backing-up behavior in teams. Journal of Applied Psychology, 93, 529-539. McGrath, J. E. (1984). Groups: Interaction and performance. Englewood Cliffs, NJ: Prentice-Hall. McIntyre, R. M. & Salas, E. (1997). Measuring and managing for team performance: Lessons from complex environments. In R. A. Guzzo & E. Salas (Eds.), Team effectiveness and decision-making in organizations: 9-45. San Francisco: Jossey-Bass. Porter, C. O. L. H., Hollenbeck, J. R., Ilgen, D. R., Ellis, A. P. J., West, B. J., & Moon, H. (2003). Backing up behaviors in teams: The role of personality and legitimacy of need. Journal of Applied Psychology, 88, 391-403. Porter, C. O. L. H. (2005). Goal orientation: Effects on backing up behavior, performance, efficacy, and commitment in teams. Journal of Applied Psychology, 90, 811-818 Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via email@example.com
Mike interviews Amir Erez of the University of Florida regarding two studies he recently performed examining how charismatic leaders influence their followers through emotional contagion. He and his colleagues found that although charismatic leaders tend to be in better moods than non-charismatic leaders, it is the leader's expression of positive moods (through behaviors like smiling and laughing) that influences followers. Amir Erez earned his Ph.D. and M. S. at the Industrial and Labor Relations School at Cornell University. He attended the Hebrew University of Jerusalem where he earned his B. A. in Business Administration and Philosophy and an M. A. in Philosophy. His research focuses on how positive moods and positive personality, influence individuals thought processes, motivation, and work behaviors. Dr. Erez also investigates how negative work behaviors such as rudeness and disrespect affect individuals' performance and cognition. You can download the podcast by clicking here. Date of the interview: May 27, 2008 Recommended further readings: Conger, J. A., & Kanungo, R. N. (1998). Charismatic Leadership in Organizations. Thousand Oaks, CA: Sage. Cherulnik, P. D., Donley, K. A., Wiewel, T. S. R., & Miller, S. R. (2001). Charisma is contagious: The effect of leaders' charisma on observers' affect. Journal of Applied Social Psychology, 31, 2149-2159. Erez, A., Misangyi, V.F., Johnson, D.E., LePine, M.A., & Halvorsen, K.C. (2008). Stirring the hearts of followers: Charismatic leadership as the transferral of affect. Journal of Applied Psychology, 93, 602-615. Hatfield, E., Cacioppo, J. T., & Rapson, R. L. (1994). Emotional Contagion. New York: Cambridge University Press. Sy, T., Côté S., & Saavedra, R. (2005). The contagious leader: Impact of the leader's mood on the mood of group members, group affective tone, and group processes. Journal of Applied Psychology, 90, 295-305. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via firstname.lastname@example.org
Morela interviews Derek Avery about a study on discrimination he conducted using national Gallup polling data. Derek talks about how two types of dissimilarity" prototypical dissimilarity and demographic dissimilarity" lead to different perceptions of discrimination. Interestingly, they found that the community in which people live also affects the degree to which they feel discriminated against at work. Derek R. Avery, an Associate Professor in the Departments of Psychology and Management at the University of Houston, received his Ph.D. in Industrial/Organizational Psychology from Rice University in 2001. Dr. Avery joined the faculty at UH in August 2007. His primary research interests are in workforce diversity, diversity climate, and employee input mechanisms. Before arriving at UH, he spent four years in the Erivan K. Haub School of Business at Saint Joseph's University and two years on the faculty in the Rutgers School of Business. His research has appeared in outlets such as the Journal of Applied Psychology, Personnel Psychology, and the Journal of Organizational Behavior. You can download the podcast by clicking here. Date of the interview: May 22, 2008 Recommend further readings: Avery, D. R., McKay, P. F., & Wilson, D. C. (2008). What are the odds? How demographic similarity affects the prevalence of perceived employment discrimination. Journal of Applied Psychology, 93, 235-249. Ely, R. J., Meyerson, D. E., & Davidson, M. N. (2006). Rethinking political correctness. Harvard Business Review, 84(9), 78-87. Goldman, B. M., Gutek, B. A., Stein, J. H., & Lewis, K. (2006). Employment discrimination in organizations: Antecedents and consequences. Journal of Management, 32, 786-830. Roberson, L. & Kulik, C.T. (2007). Stereotype threat at work. Academy of Management Perspectives, 21, 24-40. Wooten, L. P., & James, E. H. (2004). When firms fail to learn: Perpetuation of discrimination in the workplace. Journal of Management Inquiry, 13, 23-33. Morela Hernandez is an Assistant Professor in the Department of Management and Organization in the Foster Business School at the University of Washington. She can be reached at email@example.com .
Morela interviews Scott DeRue about a study he and his team recently conducted that examined how different structural approaches to downsizing affect team adaptation. Testing three approaches where either a junior team member or the team leader is downsized, they find that only the Eliminating Hierarchy approach (downsizing the team leader) provided enough of a trigger for teams to meaningfully adapt. Additionally, they find that teams composed of members high in extraversion and emotional stability adapted most effectively. Scott DeRue is an Assistant Professor of Management and Organizations at the University of Michigan Stephen M. Ross School of Business. Scott's research and teaching interests are in the areas of leadership and teamwork. His research seeks to understand how leaders and teams in organizations adapt, learn and develop over time. His research has been published in journals such as the Academy of Management Journal, Journal of Applied Psychology, Leadership Quarterly, and the Human Resource Management Journal. Prior to academia, Scott held leadership positions at the Monitor Group and Hinckley Yacht Company. You can download the podcast by clicking here. Date of the interview: April 28, 2008 Recommended further readings: Ancona, D., & Bresman, H. 2007. X-teams: How to Build Teams That Lead, Innovate and Succeed. Boston, MA: Harvard Business School Publishing. Burke, C. S., Stagl, K. C., Salas, E., Pierce, L., & Kendall, D. 2006. Understanding team adaptation: A conceptual analysis and model. Journal of Applied Psychology, 91(6): 1189-1207. Cameron, K. S., Freeman, S. J., & Mishra, A. K. 1991. Best Practices in White-Collar Downsizing: Managing Contradictions. Academy of Management Executive, 5(3): 57-73. Zatzick, C. D., & Iverson, R. D. 2006. High-involvement management and workforce reduction: Competitive advantage or disadvantage? Academy of Management Journal, 49(5): 999-1015. Morela Hernandez is an Assistant Professor in the Department of Management and Organization in the Foster Business School at the University of Washington. She can be reached at firstname.lastname@example.org .
Mike interviews Niro Sivanathan about a study he and his colleagues recently conducted on the phenomenon of escalation of commitment, where people invest additional resources in failing projects. He talks about how escalation often occurs when people want to justify their past decisions. They find that escalation can be averted by providing people with self-affirming feedback, which reduces their need to self-justify their past decisions. Niro Sivanathan (email@example.com) is a PhD candidate in the Management & Organizations department at the Kellogg School of Management and will be joining the Organisational Behaviour department at the London Business School as an Assistant Professor in September of 2008. His research focuses broadly on the impact of psychological and economic incentives on judgments and behavior, with interests in trust development, dynamics of power, reputation mechanisms, and the scurrilous behaviors that arise from competitions. You can download the podcast by clicking here. Date of the interview: April 10, 2008 Recommended further readings: Sherman, D. K., & Cohen, G. L. (2002). Accepting threatening information: Self-affirmation and the reduction of defensive biases. Current Directions in Psychological Science, 11, 119-123. Sivanathan, N., Molden, D. C., Galinsky, A., & Ku, G. (in press) The promise and peril of de-escalating commitment through self-affirmation. Organizational Behavior and Human Decision Processes. Staw, B. M., & Ross, J. (1987). Knowing when to pull the plug. Harvard Business Review, 65: 68-74. Brockner, J. (1992). The Escalation of Commitment to a Failing Course of Action: Toward Theoretical Progress. Academy of Management Review, 17, 39-61. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via firstname.lastname@example.org
Mike interviews Terri Scandura regarding her body of research on mentoring at work. She discusses the relationship between mentoring and leadership, the effects of gender on mentoring relationships, and how dysfunctional mentoring relationships occur. She finishes by giving recommendations to both mentors and mentees on how to start and maintain a good mentoring relationship. Terri Scandura (email@example.com) is a professor of management and dean of the Graduate School at the University of Miami. Her research interests focus on work relationships, enhancing personal and organizational performance, including supervisor-subordinate relationships, mentoring, teams and networks. She is also well-known for her work on applied research methods. You can download the podcast by clicking here. Date of the interview: March 18, 2008 Recommended further readings: Allen, T.D., Eby, L.T., & Lentz, E. (2006). Mentorship behaviors and mentorship quality associated with formal mentoring programs: Closing the gap between research and practice. Journal of Applied Psychology, 91, 567-578. Ensher, E.A., & Murphy, S.E. (2005). Power mentoring: How successful mentors and protégés get the most out of their relationships. San Francisco, CA: Jossey-Bass. The handbook of mentoring at work: Theory, research, and practice. (2007). B.R. Ragins and K.E. Kram (eds.), Los Angeles, CA: Sage. Scandura, T.A., & Schriesheim, C.A. (1994). Leader-member exchange and supervisor career mentoring as complementary constructs in leadership research. Academy of ManagementJournal, 37, 1588-1602. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via firstname.lastname@example.org
Morela interviews Subra Tangirala about research he and Ranga Ramanujam did on the managerial and organizational implications of employee silence. They propose that managers can prevent employee silence by creating a procedurally fair climate within the organization, as well as increasing their employees' workgroup identification and professional commitment. Subra Tangirala (email@example.com) is an Assistant Professor of Management and Organization at the University of Maryland's Smith School of Business. His research focuses on interpersonal communication in organizations, and in particular, how technology is influencing the way employees communicate with each other. Recently, he has also explored reasons why employees often remain silent despite having information, concerns, or suggestions to share, and what organizations can do to facilitate candid exchange of ideas at the workplace. Professor Tangirala received his Ph.D. in organizational behavior and human resources from Purdue University. Prior to his doctoral studies, he worked for several years as a human resources manager. You can download the podcast by clicking here. Date of the interview: March 17, 2008 Recommended further readings: Tangirala, S. & Ramanujam, R. (2008). Employee silence on critical work issues: The cross level effects of procedural justice climate. Personnel Psychology, 61: 37-68. Perlow, L. A., & Williams, S. (May, 2003). Is silence killing your company? Harvard Business Review, 52-58. Detert, J. R., & Edmondson, A.C. (May, 2007). Why employees are afraid to speak up. Harvard Business Review, 23-25. Boston, MA: Harvard Business School Press. Morrison, E. W., & Milliken, F. J. (2000). Organizational silence: a barrier to change and development in a pluralistic world. Academy of Management Review, 25: 706-725. LePine, J.A., & Van Dyne, L. (1998). Predicting voice behavior in work groups. Journal of Applied Psychology, 83, 853-868. Morela Hernandez is an Assistant Professor in the Department of Management and Organization in the Foster Business School at the University of Washington. She can be reached at firstname.lastname@example.org
Mike interviews Todd Rogers about a series of laboratory experiments he and co-author Max Bazerman performed on the future lock-in effect. They found that people are more likely to choose what they think they should when the decision will be implemented in the distant future. In contrast, when the decision will be implemented immediately, people are more likely to choose what they want, not what they think they should. Todd Rogers (email@example.com) recently received his PhD in Organizational Behavior and Psychology in a joint program between the Harvard Business School and Harvard University. He is currently the Executive Director of The Analyst Institute, a clearinghouse for evidence-based best practices in progressive voter contact that assists organizations in building testing into their voter contact efforts. You can download the podcast by clicking here. Date of the interview: February 28, 2008 Recommended further readings: Fujita, K., Trope, Y., Liberman, N., & Levin-Sagi, M. 2006. Construal levels and self-control. Journal of Personality and Social Psychology, 90: 351-367. Milkman, K.M., Rogers, T., & Bazerman, M.H. In press. Harnessing our inner angels and demons: what we have learned about want/should conflicts and how that knowledge can help us reduce short-sighted decision making. Perspectives on Psychological Science. Rogers, T & Bazerman, M.H. In press. Future lock-in: Future implementation increases selection of "~should' choices. Organizational Behavior and Human Decision Processes. Schelling, T.C. 1978. Egonomics, or the art of self-management. The American Economic Review, 68: 290-294. Thaler, R. H., & Benartzi, S. 2004. Save More Tomorrow: Using behavioral economics to increase employee saving. Journal of Political Economy, 112: S164-S187. Michael Johnson is an Assistant Professor in Department of Management and Organization at the University of Washington. He can be reached via firstname.lastname@example.org