Dean Baltiansky

So one way that organizations might change the manager's sort of dominance or threatening behavior, and that is that just reflecting on some kind of potential relationship harm or benefit

really causes this major shift in behavior.

So what we did is instead of incentive-compatible paradigm, we had participants imagine that they're either managers or employees in a company.

And the managers were incentivized to get their employees to do like this really lame sort of boring task that you could do if you want to,

but you really don't want to do it.

It's kind of laborious.

So the managers could motivate their employees to do it with either being dominant or threatening or being non-dominant, non-threatening.

And what we find, so we randomly assign these managers to condition.

So some managers reflected on the potential benefits of sending that dominant threatening messages.

And benefits, I mean, like specifically about the relationships with the employees and the other managers reflected on the potential harms.

And that led to three times the size.

There were three times more likely the managers reflected on the benefit of that dominant message, the dominant behavior, to send that dominant message.

that that's crazy with such a small intervention, a small reflection on the impact you get such drastic change.

And that's maybe something organizations can do if they want to change their culture.