Decision-making that feels easy may be a sign to include more voices.

How to include intentionally, so you don’t exclude accidentally.

In the management world, culture is often spoken of with hushed tones, as some mercurial substance, ever-changing and impossible to be harnessed. But in fact, if you look into the brain science, it’s radically simple. Culture is shared everyday habits.

A new industry research study from the NeuroLeadership Institute wants to hear from organizations that are big into collaboration.

If everyone’s saying something different, no one is getting heard.

This week, Starbucks responded to public outrage following the arrests of two black men who were simply waiting to meet a friend at one of its Philadelphia locations. As a part of a larger response, it announced it would shut down 8,000 stores for one day to give racial bias training to 175,000 workers. That’s $12 million in lost revenue, according to some estimates.

One of the hardest parts of hiring new employees is figuring out how well they’ll fit into your work culture. Unlike education and job experience, where there may be specific credentials you’re looking for, “culture fit” can be dangerously vague–and uniquely vulnerable to unconscious bias.

The traditional performance review is a confidential, closed-door meeting between no more than two people. Research suggests it is also totally misguided.

In 2004, Pamela Smith, now an associate professor of management at the University of California, San Diego, happened upon a clue into what power does to the brain.

I had a fascinating conversation with a coworker the other day. The essence of it was a question: “Why do companies put diversity and inclusion in a silo?”