Artificial intelligence and business management software
Software companies built before 2022 face a choice about business model, cost structure and pricing, not merely about which technology to adopt.
Training and growth at work
How organizations help people grow, and why they often fail to. Skills, teamwork, and decision-making, with the research findings behind them.
The paradigm, not the skills
Hiring and training are not enough: moving to AI asks experienced developers to question the deterministic way they have always designed software.
Free, but not too free
Ability differences between boys and girls are minimal, yet the expectations of teachers, families and employers shape their study and career choices.
The decision-making challenge in a complex world
Global markets, better-informed customers and fast-moving technology make quick decisions hard: a review of the obstacles and of ways to handle them.
Do we learn from our mistakes?
The need for esteem and our defense mechanisms explain why, with colleagues and staff, recognition gets more lasting results than reprimand.
Governing change
In liquid modernity careers no longer follow a set track: self-esteem, self-efficacy, and monitored goals turn each change into real professional growth.
Planning errors: the planning fallacy
Students predicted 34 days to finish a thesis and took 55: the research on planning errors and a method for correcting project time estimates.
Herzberg’s theory of hygiene factors and motivators (satisfaction and motivation in the workplace)
Job satisfaction and dissatisfaction are not opposite ends of one scale, and that changes what managers should do first to motivate their people.
A path to defining and reaching ambitious goals
Starting from who we want to become, rather than from the next deadline, makes goals more coherent and ambitious: the possible selves approach.