[Solved] Business Finance – Management Week 6 Assignment- Managing People & Promoting Collab

Assignment Prompt & Instructions

– ## Week6Assignment-MamagingPeopleandPromotingCollab.docx

– ## Week6LearningResources-ManagingPeoplePromotingCollab.docx

**## Week6Assignment-MamagingPeopleandPromotingCollab.docx**

**Managing People and Promoting Collab**

**Week 6 Assignment**

**Developing Individuals and Teams Part 2: Coaching for Performance: Coaching Reflection and Action Plan**

For this part of the Assignment, you will continue to act as a new manager who has become concerned about what appears to be declining motivation and engagement on the part of one of your employees. You have spoken to your senior leader about your concerns, and she has asked you to document your interactions with the employee so that she can support you in becoming a more seasoned coach for your team. Last week, you outlined your plan for your coaching conversation. This week, your task is to conduct an appropriate and effective coaching conversation with this employee using the simulation platform. You will then reflect on your experience by preparing a write-up of your interaction that will serve as the basis for ongoing coaching for the employee, as well as for yourself.

As you prepare your Coaching Reflection and Action Plan, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.

Important Note: If you need more information about scheduling or logging into your required simulation session, please refer to the
[Simulation Session Guide (PDF)\
Links to an external site.](https://cdn-media.waldenu.edu/2dett4d/Walden/Canvas/Support/Simulation/WaldenSimulationSessionGuide.pdf). As a reminder, you must first complete the simulation experience to answer the reflective questions in this Assignment.

This Assignment incorporates the Business Skill for Good of coaching and mentoring.

**To prepare for this Assignment:**

· Schedule and complete your coaching conversation using the simulation platform.

· Refer to your completed Coaching Conversation Preparation and Strategy document, as well as any notes you made during or after your completion of the simulation experience.

· Download the
[Week 6 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724891?wrap=1) [Download Week 6 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724891/download?download_frd=1).

**Submit** your Coaching Reflection and Action Plan, which should address the following:

· After you have completed the coaching conversation with the employee, use the following outline as the basis of Part 2 of your coaching plan, in which you walk through the experience and reflect upon the following:

· Did you accomplish the objectives you set out to accomplish? Explain why or why not.

· What effects (positive and negative, if applicable) did your preparation have on the outcome? Provide a rationale to support your assessment.

· What do you feel you did particularly well in your coaching session? If you were going to hold the coaching session again, what might you have done differently, or what improvements would you make?

· How did the employee respond within the coaching session? What is your prediction for how the employee’s behavior will change (or not) as a result of this coaching session? What insights did you gain that would be helpful for future coaching sessions with the employee?

· As a conclusion to your coaching plan, choose at least one specific action you will take as a result of this experience to aid you further in your development as a manager and as a coach.

**## Week6LearningResources-ManagingPeoplePromotingCollab.docx**

**Managing People & Promoting Collab**

**Week 6 Learning Resources**

**Coaching Conversations**

Having effective coaching conversations—particularly when performance is not meeting expectations—takes both will and skill. Using these resources, you will explore both a framework and specific skills for conducting effective coaching conversations that lead to improved results.

· Bregman, P. (2019, February 14).
[13 ways we justify, rationalize, or ignore negative feedback](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04SU2-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

**Time Estimate:** 8 minutes

· Connor, J. (2019, September 9).
[To coach junior employees, start with 4 conversations](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH0555N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

**Effective Feedback and Feedforward**

Many managers deliver criticism instead of feedback—and forget to help the employee understand what they can do differently to achieve better results. And many managers only deliver feedback for improvement, often called “negative” or “constructive feedback,” failing to acknowledge desired behaviors and outcomes by using positive feedback. Through these resources, you will explore when and how to give truly effective feedback, as well as a technique called “feedforward” that anyone can use to quickly gather ideas for change and improvement.

· Chappelow, C., & McCauley, C. (2019, May 13).
[What good feedback really looks like](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04XXM-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Goldsmith, M. (2002).
[Try feedforward instead of feedbackLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=mnh&AN=EPTOC9156869&site=eds-live&scope=site&custid=s6527200).
_Leader to Leader_,
_2002_(25), 11–14.

· Nawaz, S. (2019, February 27).
[How to talk to an employee who isn't meeting their goals](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04TB0-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4.
[http://hbr.org](http://hbr.org/)

**Understanding Mentoring**

While mentoring is related to coaching, it serves a different purpose. Using these resources, you will explore the purpose and skills of effective mentoring—and perhaps be inspired to become a mentor, a mentee, or even both!

· Johnson, W. B., & Smith, D. G. (2018, January 23).
[The best mentors think like Michelangelo](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH044FB-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

· Johnson, W. B., & Smith, D. G. (2019, December 30).
[Real mentorship starts with company culture, not formal programs](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05CAC-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

· Woolworth, R. (2019, August 9).
[Great mentors focus on the whole person, not just their career](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH052RV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6.
[http://hbr.org](http://hbr.org/)

**## Week6LearningResources-ManagingPeoplePromotingCollab.docx**

**Managing People & Promoting Collab**

**Week 6 Learning Resources**

**Coaching Conversations**

Having effective coaching conversations—particularly when performance is not meeting expectations—takes both will and skill. Using these resources, you will explore both a framework and specific skills for conducting effective coaching conversations that lead to improved results.

· Bregman, P. (2019, February 14).
[13 ways we justify, rationalize, or ignore negative feedback](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04SU2-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

**Time Estimate:** 8 minutes

· Connor, J. (2019, September 9).
[To coach junior employees, start with 4 conversations](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH0555N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

**Effective Feedback and Feedforward**

Many managers deliver criticism instead of feedback—and forget to help the employee understand what they can do differently to achieve better results. And many managers only deliver feedback for improvement, often called “negative” or “constructive feedback,” failing to acknowledge desired behaviors and outcomes by using positive feedback. Through these resources, you will explore when and how to give truly effective feedback, as well as a technique called “feedforward” that anyone can use to quickly gather ideas for change and improvement.

· Chappelow, C., & McCauley, C. (2019, May 13).
[What good feedback really looks like](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04XXM-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Goldsmith, M. (2002).
[Try feedforward instead of feedbackLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=mnh&AN=EPTOC9156869&site=eds-live&scope=site&custid=s6527200).
_Leader to Leader_,
_2002_(25), 11–14.

· Nawaz, S. (2019, February 27).
[How to talk to an employee who isn't meeting their goals](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04TB0-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4.
[http://hbr.org](http://hbr.org/)

**Understanding Mentoring**

While mentoring is related to coaching, it serves a different purpose. Using these resources, you will explore the purpose and skills of effective mentoring—and perhaps be inspired to become a mentor, a mentee, or even both!

· Johnson, W. B., & Smith, D. G. (2018, January 23).
[The best mentors think like Michelangelo](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH044FB-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

· Johnson, W. B., & Smith, D. G. (2019, December 30).
[Real mentorship starts with company culture, not formal programs](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05CAC-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

· Woolworth, R. (2019, August 9).
[Great mentors focus on the whole person, not just their career](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH052RV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6.
[http://hbr.org](http://hbr.org/)

**## Week6Assignment-MamagingPeopleandPromotingCollab.docx**

**Managing People and Promoting Collab**

**Week 6 Assignment**

**Developing Individuals and Teams Part 2: Coaching for Performance: Coaching Reflection and Action Plan**

For this part of the Assignment, you will continue to act as a new manager who has become concerned about what appears to be declining motivation and engagement on the part of one of your employees. You have spoken to your senior leader about your concerns, and she has asked you to document your interactions with the employee so that she can support you in becoming a more seasoned coach for your team. Last week, you outlined your plan for your coaching conversation. This week, your task is to conduct an appropriate and effective coaching conversation with this employee using the simulation platform. You will then reflect on your experience by preparing a write-up of your interaction that will serve as the basis for ongoing coaching for the employee, as well as for yourself.

As you prepare your Coaching Reflection and Action Plan, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.

Important Note: If you need more information about scheduling or logging into your required simulation session, please refer to the
[Simulation Session Guide (PDF)\
Links to an external site.](https://cdn-media.waldenu.edu/2dett4d/Walden/Canvas/Support/Simulation/WaldenSimulationSessionGuide.pdf). As a reminder, you must first complete the simulation experience to answer the reflective questions in this Assignment.

This Assignment incorporates the Business Skill for Good of coaching and mentoring.

**To prepare for this Assignment:**

· Schedule and complete your coaching conversation using the simulation platform.

· Refer to your completed Coaching Conversation Preparation and Strategy document, as well as any notes you made during or after your completion of the simulation experience.

· Download the
[Week 6 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724891?wrap=1) [Download Week 6 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724891/download?download_frd=1).

**Submit** your Coaching Reflection and Action Plan, which should address the following:

· After you have completed the coaching conversation with the employee, use the following outline as the basis of Part 2 of your coaching plan, in which you walk through the experience and reflect upon the following:

· Did you accomplish the objectives you set out to accomplish? Explain why or why not.

· What effects (positive and negative, if applicable) did your preparation have on the outcome? Provide a rationale to support your assessment.

· What do you feel you did particularly well in your coaching session? If you were going to hold the coaching session again, what might you have done differently, or what improvements would you make?

· How did the employee respond within the coaching session? What is your prediction for how the employee’s behavior will change (or not) as a result of this coaching session? What insights did you gain that would be helpful for future coaching sessions with the employee?

· As a conclusion to your coaching plan, choose at least one specific action you will take as a result of this experience to aid you further in your development as a manager and as a coach.

**## Week6LearningResources-ManagingPeoplePromotingCollab.docx**

**Managing People & Promoting Collab**

**Week 6 Learning Resources**

**Coaching Conversations**

Having effective coaching conversations—particularly when performance is not meeting expectations—takes both will and skill. Using these resources, you will explore both a framework and specific skills for conducting effective coaching conversations that lead to improved results.

· Bregman, P. (2019, February 14).
[13 ways we justify, rationalize, or ignore negative feedback](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04SU2-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

**Time Estimate:** 8 minutes

· Connor, J. (2019, September 9).
[To coach junior employees, start with 4 conversations](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH0555N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

**Effective Feedback and Feedforward**

Many managers deliver criticism instead of feedback—and forget to help the employee understand what they can do differently to achieve better results. And many managers only deliver feedback for improvement, often called “negative” or “constructive feedback,” failing to acknowledge desired behaviors and outcomes by using positive feedback. Through these resources, you will explore when and how to give truly effective feedback, as well as a technique called “feedforward” that anyone can use to quickly gather ideas for change and improvement.

· Chappelow, C., & McCauley, C. (2019, May 13).
[What good feedback really looks like](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04XXM-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Goldsmith, M. (2002).
[Try feedforward instead of feedbackLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=mnh&AN=EPTOC9156869&site=eds-live&scope=site&custid=s6527200).
_Leader to Leader_,
_2002_(25), 11–14.

· Nawaz, S. (2019, February 27).
[How to talk to an employee who isn't meeting their goals](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04TB0-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4.
[http://hbr.org](http://hbr.org/)

**Understanding Mentoring**

While mentoring is related to coaching, it serves a different purpose. Using these resources, you will explore the purpose and skills of effective mentoring—and perhaps be inspired to become a mentor, a mentee, or even both!

· Johnson, W. B., & Smith, D. G. (2018, January 23).
[The best mentors think like Michelangelo](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH044FB-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

· Johnson, W. B., & Smith, D. G. (2019, December 30).
[Real mentorship starts with company culture, not formal programs](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05CAC-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

· Woolworth, R. (2019, August 9).
[Great mentors focus on the whole person, not just their career](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH052RV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6.
[http://hbr.org](http://hbr.org/)

**## Week6Assignment-MamagingPeopleandPromotingCollab.docx**

**Managing People and Promoting Collab**

**Week 6 Assignment**

**Developing Individuals and Teams Part 2: Coaching for Performance: Coaching Reflection and Action Plan**

For this part of the Assignment, you will continue to act as a new manager who has become concerned about what appears to be declining motivation and engagement on the part of one of your employees. You have spoken to your senior leader about your concerns, and she has asked you to document your interactions with the employee so that she can support you in becoming a more seasoned coach for your team. Last week, you outlined your plan for your coaching conversation. This week, your task is to conduct an appropriate and effective coaching conversation with this employee using the simulation platform. You will then reflect on your experience by preparing a write-up of your interaction that will serve as the basis for ongoing coaching for the employee, as well as for yourself.

As you prepare your Coaching Reflection and Action Plan, be sure not only to cover all items outlined, but incorporate appropriate examples, where applicable, as well as citations for relevant academic sources, such as those found in the Learning Resources or those in the Walden Library.

Important Note: If you need more information about scheduling or logging into your required simulation session, please refer to the
[Simulation Session Guide (PDF)\
Links to an external site.](https://cdn-media.waldenu.edu/2dett4d/Walden/Canvas/Support/Simulation/WaldenSimulationSessionGuide.pdf). As a reminder, you must first complete the simulation experience to answer the reflective questions in this Assignment.

This Assignment incorporates the Business Skill for Good of coaching and mentoring.

**To prepare for this Assignment:**

· Schedule and complete your coaching conversation using the simulation platform.

· Refer to your completed Coaching Conversation Preparation and Strategy document, as well as any notes you made during or after your completion of the simulation experience.

· Download the
[Week 6 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724891?wrap=1) [Download Week 6 Assignment Template (Word document)](https://waldenu.instructure.com/courses/171484/files/13724891/download?download_frd=1).

**Submit** your Coaching Reflection and Action Plan, which should address the following:

· After you have completed the coaching conversation with the employee, use the following outline as the basis of Part 2 of your coaching plan, in which you walk through the experience and reflect upon the following:

· Did you accomplish the objectives you set out to accomplish? Explain why or why not.

· What effects (positive and negative, if applicable) did your preparation have on the outcome? Provide a rationale to support your assessment.

· What do you feel you did particularly well in your coaching session? If you were going to hold the coaching session again, what might you have done differently, or what improvements would you make?

· How did the employee respond within the coaching session? What is your prediction for how the employee’s behavior will change (or not) as a result of this coaching session? What insights did you gain that would be helpful for future coaching sessions with the employee?

· As a conclusion to your coaching plan, choose at least one specific action you will take as a result of this experience to aid you further in your development as a manager and as a coach.

**## Week6LearningResources-ManagingPeoplePromotingCollab.docx**

**Managing People & Promoting Collab**

**Week 6 Learning Resources**

**Coaching Conversations**

Having effective coaching conversations—particularly when performance is not meeting expectations—takes both will and skill. Using these resources, you will explore both a framework and specific skills for conducting effective coaching conversations that lead to improved results.

· Bregman, P. (2019, February 14).
[13 ways we justify, rationalize, or ignore negative feedback](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04SU2-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

**Time Estimate:** 8 minutes

· Connor, J. (2019, September 9).
[To coach junior employees, start with 4 conversations](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH0555N-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

**Effective Feedback and Feedforward**

Many managers deliver criticism instead of feedback—and forget to help the employee understand what they can do differently to achieve better results. And many managers only deliver feedback for improvement, often called “negative” or “constructive feedback,” failing to acknowledge desired behaviors and outcomes by using positive feedback. Through these resources, you will explore when and how to give truly effective feedback, as well as a technique called “feedforward” that anyone can use to quickly gather ideas for change and improvement.

· Chappelow, C., & McCauley, C. (2019, May 13).
[What good feedback really looks like](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04XXM-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4. http://hbr.org

· Goldsmith, M. (2002).
[Try feedforward instead of feedbackLinks to an external site.](https://search.ebscohost.com/login.aspx?direct=true&AuthType=shib&db=mnh&AN=EPTOC9156869&site=eds-live&scope=site&custid=s6527200).
_Leader to Leader_,
_2002_(25), 11–14.

· Nawaz, S. (2019, February 27).
[How to talk to an employee who isn't meeting their goals](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH04TB0-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–4.
[http://hbr.org](http://hbr.org/)

**Understanding Mentoring**

While mentoring is related to coaching, it serves a different purpose. Using these resources, you will explore the purpose and skills of effective mentoring—and perhaps be inspired to become a mentor, a mentee, or even both!

· Johnson, W. B., & Smith, D. G. (2018, January 23).
[The best mentors think like Michelangelo](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH044FB-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6. http://hbr.org

· Johnson, W. B., & Smith, D. G. (2019, December 30).
[Real mentorship starts with company culture, not formal programs](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH05CAC-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–5. http://hbr.org

· Woolworth, R. (2019, August 9).
[Great mentors focus on the whole person, not just their career](https://waldenu.instructure.com/courses/171484/external_tools/retrieve?url=https%3A%2F%2Fservices.hbsp.harvard.edu%2Flti%2Flinks%2FH052RV-PDF-ENG%2Frich-text).
_Harvard Business Review Digital Articles_, 2–6.
[http://hbr.org](http://hbr.org/)

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