Leadership Collection Changing the direction of a company or a project can be a harrowing process, because it often means changing management practices and methods. Many people resist change, particularly if it challenges their day-to-day work life. This collection of articles from MIT Sloan Management Review examines strategies around how to do change right, from agile management processes to creating new cultures as an intentional effort to starting the implementation in areas of the organization with the highest cultural readiness.

Leadership Collection How can managers establish a framework for productive teamwork — one in which team members can work together with enthusiasm? This collection of articles from MIT Sloan Management Review examines how to build teams that utilize each member’s talents, play to team members’ strengths, and help the company prosper.

Leadership Collection How can leaders increase their odds of having successful negotiations? This collection of articles from MIT Sloan Management Review examines the many stages of negotiation, from evaluating potential partners and valuing the deal to providing protection from lies during the bargaining process and managing the ongoing relationship.

Leadership Collection Emotional intelligence — self-awareness, emotional self control, and empathy in relationships — is a critical factor in leadership. This collection of articles from MIT Sloan Management Review looks at ways that emotionally intelligent leaders read their workforces, create meaning in the day-to-day experience, and make it safe for employees to share problems or ideas.

Developing an ecosystem strategy means organizations must shift to a new way of thinking.

You can create significant value by buying troubled businesses and fixing them up. Here’s how.

Few questions in business are more powerful than “What problem are you trying to solve?” Leaders who can formulate clear problem statements get more done with less effort and move more rapidly than their less-focused counterparts. But stopping to ask this question doesn’t come naturally — managers must put conscious effort into learning a structured approach.

For years, management thinkers assumed that there were inevitable trade-offs between efficiency and flexibility — and that the right organizational design for each was different. But it’s possible to design an organization’s work in ways that simultaneously offer agility and efficiency — if you know how.

Employers could use surveillance tools — with constraints — to keep workers safe and healthy.

Employers could use surveillance tools — with constraints — to keep workers safe and healthy.

Many organizations don’t understand the value of teaming machine capabilities with human abilities.

Assessments about China’s strengths in AI may be overblown.