The Daily Stat: Well-Being Rebounds 1 Year After a Rise in Gasoline Prices

 

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July 31, 2013 Well-Being Rebounds 1 Year After a Rise in Gasoline Prices Why don't today's gasoline prices bother Americans as much as they did when prices were just as high, but on the ascent, in 2008? Research by Casey Boyd-Swan and Chris M. Herbst of Arizona State University shows that subjective well-being deteriorates when gasoline prices rise, but almost fully rebounds 1 year later and changes very little in each additional year subsequent to an increase. The effect of rising gasoline prices on well-being, which applies even to nondrivers, may stem from people's tendency to interpret movements in gasoline prices as indicative of macroeconomic conditions, the researchers suggest. SOURCE: Pain at the pump: Gasoline prices and subjective well-being

PREVIOUS STATS Your Moral Reasoning Is Influenced by Your Physical Senses Women Are Less Likely to Marry After Winning the Lottery A History of Entrepreneurship Can Hurt Your Job Prospects Be Careful How You Praise People Birth Rates Fall for U.S. Younger Women but Rise for Older Women Free Coal in China's North Contributes to Lower Life Expectancy

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FEATURED PRODUCT HBR Guide to Office Politics HBR Press Books EVERY ORGANIZATION HAS ITS SHARE OF POLITICAL DRAMA: Personalities clash. Agendas compete. Turf wars erupt. It can make you crazy if you're trying to keep your head down and get your job done. The problem is, you can't just keep your head down. You need to work productively with your colleagues—even the challenging ones—for the good of your organization and your career. How can you do that without crossing over to the dark side? By acknowledging that power dynamics and unwritten rules exist—and by constructively navigating them. "Politics" needn't be a dirty word. You can succeed at work without being a power grabber or a corporate climber. Whether you're a new professional or an experienced one, this guide will help you: (1) Build relationships with difficult people, (2) gain allies and influence others, (3) wrangle resources, (4) move up without ruffling feathers, (5) avoid power games and petty rivalries, and (6) claim credit when it's due. Buy It Now

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Management Tip of the Day: Don't Let Your Colleague Claim All the Credit

 

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July 31, 2013 Don’t Let Your Colleague Claim All the Credit When you've put long hours into a project, you want proper credit for it. It can be frustrating to watch a co-worker present your collective work as his or her own. When someone steals the show, take these steps to put things right: Have a candid, face-to-face conversation. Give specific examples. Point out that he or she claimed to stay up all night finishing the project, for example, when you both did. Many times just identifying the behavior will put an end to it. Go to your boss. If you can't resolve it with your coworker, go to your manager. Review the steps you've already taken. Suggest another solution or two that you've thought of, and ask your boss for input. Prevent it from happening again. Next time you work on a project together, be clear up front about roles and responsibilities. Agree early on that you'll share the visibility. Adapted from the HBR Guide to Office Politics.

PREVIOUS TIPS To Attract the Best Talent, Offer Meaningful Work Focus on Learning Your First 30 Days on the Job Improve Communication with Your Virtual Coworkers Evaluate Your Potential Customers Send a Handwritten Note Get Through a Turnaround by Talking

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store » Download on Google Play »

FEATURED PRODUCT HBR Guide to Office Politics HBR Press Books EVERY ORGANIZATION HAS ITS SHARE OF POLITICAL DRAMA: Personalities clash. Agendas compete. Turf wars erupt. It can make you crazy if you're trying to keep your head down and get your job done. The problem is, you can't just keep your head down. You need to work productively with your colleagues—even the challenging ones—for the good of your organization and your career. How can you do that without crossing over to the dark side? By acknowledging that power dynamics and unwritten rules exist—and by constructively navigating them. "Politics" needn't be a dirty word. You can succeed at work without being a power grabber or a corporate climber. Whether you're a new professional or an experienced one, this guide will help you: (1) Build relationships with difficult people, (2) gain allies and influence others, (3) wrangle resources, (4) move up without ruffling feathers, (5) avoid power games and petty rivalries, and (6) claim credit when it's due. Buy It Now

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HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

The Daily Stat: Your Moral Reasoning Is Influenced by Your Physical Senses

 

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July 30, 2013 Your Moral Reasoning Is Influenced by Your Physical Senses Research participants who were given 2 teaspoons of a bitter herbal supplement made harsher judgments of such actions as shoplifting and library-book theft, rating these behaviors an average of 78 on a 0-100 scale of "morally wrong," whereas people who had sipped only water rated the scenarios at just 62, says a team led by Kendall J. Eskine of the City University of New York. People who had sipped berry punch were even less harsh in their judgments. The research underscores that what we think of as purely "moral" reasoning can be strongly influenced by intuition and physical feelings. SOURCE: A Bad Taste in the Mouth : Gustatory Disgust Influences Moral Judgment

PREVIOUS STATS Women Are Less Likely to Marry After Winning the Lottery A History of Entrepreneurship Can Hurt Your Job Prospects Be Careful How You Praise People Birth Rates Fall for U.S. Younger Women but Rise for Older Women Free Coal in China's North Contributes to Lower Life Expectancy Poor Fitness Spreads Through Peer Groups

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store » Download on Google Play »

FEATURED PRODUCT Harvard ManageMentor Arm yourself with the expert advice, hands-on tools, and potent practices you need to tackle your toughest managerial challenges. Harvard ManageMentor'sFull Access is a comprehensive online resource of 44 modules that allows you to build and refresh the skills you need to succeed, whenever and where you want. Harvard ManageMentor provides you with: Interactive exercises to prepare you for real-world challenges Flexible features to follow your own learning path Downloadable tools and templates you can use right away Engaging audio and video An online forum with answers and advice from managers like you Buy It Now

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HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)

 

Management Tip of the Day: To Attract the Best Talent, Offer Meaningful Work

 

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July 30, 2013 To Attract the Best Talent, Offer Meaningful Work Talented people used to want high salaries and stable career paths, but now they want work with purpose. Here's how your company can offer candidates meaningful and attractive roles: Get serious about impact. Determine the positive impact your organization seeks to make in the world. You don't have to be a social enterprise to do good. Tell that story well. Call it marketing or storytelling, but make sure you're communicating how much you care about your mission and how you're working toward it. Design roles for their future, not just yours. Many people see a job as one of many stepping-stones they'll visit over the course of a career. Focus on making your stone as attractive and inviting as possible. Decent pay, rewarding perks, and large doses of autonomy demonstrate that you take professional development seriously. Adapted from "What Job Candidates Really Want: Meaningful Work," by Nathaniel Koloc.

PREVIOUS TIPS Focus on Learning Your First 30 Days on the Job Improve Communication with Your Virtual Coworkers Evaluate Your Potential Customers Send a Handwritten Note Get Through a Turnaround by Talking Take Active Steps to Become More Global

BEST SELLERS HBR's 10 Must Reads: The Essentials | HBR's 10 Must Reads Boxed Set | HBR Guide to Persuasive Presentations | HBR Guide to Better Business Writing | HBR Guide to Getting the Right Work Done

FEATURED PRODUCT The First 90 Days App for iPhone and Android MAKE YOUR NEXT CAREER TRANSITION A SUCCESS. Download The First 90 Days App today to help you stay ahead of the game. Download on the App Store » Download on Google Play »

FEATURED PRODUCT Harvard ManageMentor Arm yourself with the expert advice, hands-on tools, and potent practices you need to tackle your toughest managerial challenges. Harvard ManageMentor'sFull Access is a comprehensive online resource of 44 modules that allows you to build and refresh the skills you need to succeed, whenever and where you want. Harvard ManageMentor provides you with: Interactive exercises to prepare you for real-world challenges Flexible features to follow your own learning path Downloadable tools and templates you can use right away Engaging audio and video An online forum with answers and advice from managers like you Buy It Now

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HBR.ORG | THE MAGAZINE | BLOGS | BOOKS | CASES | STORE | SUBSCRIBE TO HBR UNSUBSCRIBE | NEWSLETTERS PRIVACY POLICY | CONTACT Copyright © 2013 Harvard Business School Publishing, an affiliate of Harvard Business School. All rights reserved. Harvard Business Publishing 60 Harvard Way Boston, MA 02163 CUSTOMER SERVICE: 800-545-7685 (US/Canada) 1-617-783-7600 (outside the U.S. and Canada)