Mary Parker Follett, a pioneering business consultant, was asked to help a troubled window shade company. The company’s thinking was narrow and limited. When asked to define their business, they said, “We produce window shades.”

Technological innovations on all fronts are evolving quickly and are developed, manufactured, and sold worldwide in aerospace, medical device, communications, automotive, and many other industry segments.

Alan Colquitt is a student of the ways people act in the workplace.

Is your organization built on a culture of trust?

Does this sound familiar? The keynote speaker is talking a mile a minute as you scramble to take notes on her every word. Your hand cramps, and then it’s over. Speaker bows to a standing ovation while you sit perturbed, knowing you missed some things.

Harley-Davidson was one of President Trump’s favorite companies less than six months ago. Now it’s the latest business to feel his wrath.

For the past several years, I’ve been fascinated by how we think—and how that affects us, our leadership, and the organizations we’re a part of.

Editor’s note: This story is part of Map to the Middle Class, a Hechinger Report series looking at the good middle-class jobs of the future and how schools are preparing young people for

How do workers move up the corporate ladder, and how can they maximize their career mobility?

Trade wars have an interesting way of revealing cultural stereotypes.