January–February 2016
5758 ORGANIZATIONAL CULTUREManage Your Emotional Culture It’s a vital component of what makes organizations tick. Sigal Barsade and Olivia A. O’Neill
68 PSYCHOLOGYThe Limits of Empathy Empathy is widely touted as a critical leadership tool, but too much of a good thing can cause individual and organizational performance to suff er. Adam Waytz
74 MANAGING PEOPLECollaborative Overload Heavy and uneven demands from colleagues can lead to burnout or a lack of engagement. Rob Cross, Reb Rebele, and Adam Grant
80 LEADERSHIPCan Your Employees Really Speak Freely?Despite your intentions, you may be shutting them down—and missing critical information as a result. James R. Detert and Ethan R. Burris
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ARTWORK Paul Villinski, Muse, 2007Aluminum (found cans), wire, lead, soot
58Manage Your Emotional Cultureby Sigal Barsade and Olivia A. O’Neill
68The Limits of Empathyby Adam Waytz
74Collaborative Overloadby Rob Cross, Reb Rebele, and Adam Grant
80Can Your Employees Really Speak Freely?by James R. Detert and Ethan R. Burris
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The Emotional Organization
January–February 2016 Harvard Business Review 57
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Adam Waytz is an associate professor of management and organizations at Northwestern University’s Kellogg School of Management.
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The Limits of EmpathyBY ADAM WAYTZ
ARTWORK Paul Villinski, Return, 2014 Aluminum (found cans), wire, vinyl paint
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January–February 2016 Harvard Business Review 69
SPOTLIGHT ON THE EMOTIONAL ORGANIZATION
ARTWORK Paul Villinski, Heat, 2014Aluminum (found cans), wire, sootSPOTLIGHT
Collaborative OverloadToo much teamwork exhausts employees and saps productivity. Here’s how to avoid it. BY ROB CROSS, REB REBELE, AND ADAM GRANT
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January–February 2016 Harvard Business Review 7574 Harvard Business Review January–February 2016
SPOTLIGHT ON THE EMOTIONAL ORGANIZATION