1、30 Slacks CEO on Responding to a Global Pandemic 76 Whats Your Negotiation Strategy?53 Helping Your Team HealHBR.ORG JulyAugust2020Emerging From the CrsisHow to lead through uncertainty and strengthen your organization for the long haulResiliency combats uncertainty,and it starts where experience an
2、d perspective meet.Thats why Deloitte?implications,responsive leadership and more,all?Stay informed at starts at understanding.ExperiencePerspectiveJul yAugust 202037SPOTLIGHT EMERGING FROM THE CRISIS38 RISK MANAGEMENTLear ni ng f r om t he Fut ur eHo w t o mak e ro b u st st rat egy in t imes o f d
3、eep u ncert aint y J.P e t e r S c o b l i c48 MANAGING UNCERTAINTY“What Is t he Next Nor mal Goi ng t o Look Li ke?”A ro u ndt ab le w it h five CEOs53PSYCHOLOGY Helpi ng Your Team HealLeaders mu st reco gnize peo ples grief and assist t hem in finding meaning.Davi d Ke ssl e rCo n t e n t s“Organi
4、zations dont just prepare for the future.They make it.”PAGE 38COVER ILLUSTRATION Sean McCabe G a ry Hers horn/G etty Ima gesHarvard Business ReviewJu l y Au g u s t 2 0 2 03JulyAugus t 20208 6CHANGE MANAGEMENTHar nessi ng Ever yday Geni usHo w Michelin gives it s fro nt line t eams t he po w er t o
5、mak e a differenceGar y Hame l and Mi c he l e Zani ni96PSYCHOLOGYSar casm,Self-Depr ecat i on,and Insi de JokesA u sers gu ide t o hu mo r at w o rkBr ad Bi t t e r l y and Al i so n Wo o d Br o o ks104MANAGING YOURSELFMake t he Most of Your Relocat i onHo w t o reap t he b enefit s and limit t he
6、co st s w hen a jo b t ak es yo u far fro m ho meP r i t hwi r aj Cho udhur y114ECONOMICS&SOCIETYFi xi ng U.S.Poli t i csWhat b u siness canand mu st do t o revit alize demo cracyKat he r i ne M.Ge hl and Mi c hae l E.P o r t e r56FEATURES56TECHNOLOGYA Bet t er Way t o Onboar d AI Underst and it as
7、a t o o l t o assist rat her t han replace peo ple.Bo r i s Bab i c e t al.66LEADERSHIPA New Pr escr i pt i on f or Power Spend less t ime exert ing co nt ro l and mo re t ime mo b ilizing energy and co mmit ment.El i zab e t h Lo ng Li ngo and Kat hl e e n L.Mc Gi nn76NEGOTIATIONWhat s Your Negot i
8、 at i on St r at egy?Heres ho w t o avo id react ive dealmak ing.Jo nat han Hughe s and Danny Er t e lIl l u s tration by RICKY LINN864Harvard Business ReviewJu l y Au g u s t 2 0 2 0Your peopl e at thei r best.When you ask your peopl e how they re doi ng,they feel more supported.And you l l have a
9、gui de to hel p them and your organi zati on succeed.The Gl i nt Peopl e Success Pl atform del i vers real-ti me i nsi ghts that hel p organi zati ons gai n answers to the most i mportant questi ons,and take the ri ght acti ons to respond.Learn more at gl i nti Thank you f or aski ng.IDEA WATCHNe w
10、R e s e a r c h a n d Eme r gi n g I n s i gh t s15MARKETINGWhy Employee Exper i ence Ini t i at i ves Fall Shor tCo mpanies need t o fo cu s o n ho w peo ple feel ab o u t t hem,even in a recessio n.PLUS The u nant icipat ed effect o f price pro mo t io ns,b u ilding t ru st du ring t he pandemic,a
11、nd mo re28 DEFEND YOUR RESEARCHCEOs f r om Wor ki ng-Class Fami li es Suppor t Less-Labor-Fr i endly Poli ci esWhat s t he co nnect io n?30HOW I DID ITThe CEO of Slack on Adapt i ng i n Response t o a Global Cr i si sA glo b al su rge in demand du ring t he pandemic highlight ed t he co mpanys readi
12、ness.S t e war t But t e r fie l dDEPARTMENTS8 FROM THE EDITOR10CONTRIBUTORS140 EXECUTIVE SUMMARIESEXPERIENCEAd vi c e a n d I n s pi r a t i on127MANAGING YOURSELFGr owt h Af t er Tr aumaFive st eps fo r co ming o u t o f a crisis st ro ngerRi c har d G.Te de sc hi132CASE STUDYSt i ck wi t h a Bad
13、New Job or Cut Your Losses?A manager w eighs w het her t o st ay fo r t he pay o r explo re o t her o pt io ns.Mar c e l l o Russo and Gab r i e l e Mo r andi n138 SYNTHESISTr ue Fr i ends at Wor kThe case fo r mak ing deeper co nnect io ns w it h co lleagu esAl i so n Be ar d144LIFES WORKMegan Rapi
14、 noe15127“This was a crisis,and we had a product that could genuinely help people get through it.”STEWART BUTTERFIELD,SLACK CEOJulyAugus t 202030Win n i Win termey er/Redux6Harvard Business ReviewJu l y Au g u s t 2 0 2 0We r e pr oud t h a t t h e pa pe r w e us e i n our pr i n t ma ga zi n e i s
15、c e r t i fie d un d e r t h e Sus t a i n a ble For e s t r y I n i t i a t i ve pr ogr a m,me a n i n g t h a t i t c ome s fr om r e s pon s i bly ma n a ge d s our c e s a n d i s a r e n e w a ble r e s our c e.Our Commitment to SustainabilityFinding ResilienceAS I WRITE,early in May,I am worki
16、ng from home,as are my colleagues in Boston,New York,and around the world.By the time you read this note,well be well down the path toward a new normallearning which business practices still make sense and which need to change.The most obvious challenge,of course,is deciding how and where work gets done.But most businesses face deeper questions about how they can survive and thrivegoing forward.Articles in this issue address big strategic questions along with smaller-scale human ones.“Learning f
