https://cuicaihao.github.io/tags/organizational-behavior/Recent content in Organizational Behavior on C.CUI's LogHugoen-AUTue, 14 Jul 2026 07:00:00 +1000https://cuicaihao.github.io/posts/2026-07-14-claiming-granting-and-authorization-how-to-go-from-able-to-lead-to-being-a-leader/Tue, 14 Jul 2026 07:00:00 +1000https://cuicaihao.github.io/posts/2026-07-14-claiming-granting-and-authorization-how-to-go-from-able-to-lead-to-being-a-leader/This post concludes the “Leader” series by exploring how individuals with leadership potential can transition into recognized leadership roles. It introduces a three-part cycle—claiming, granting, and authorization—as a strategic approach to gaining power, while challenging the common misconception that top individual performers automatically make the best leaders. Through a real-world anecdote and empirical study, the article emphasizes the critical role of building credibility and fostering followship in effective leadership.https://cuicaihao.github.io/posts/2026-07-08-goodharts-law-the-tyranny-of-metrics/Wed, 08 Jul 2026 07:00:00 +1000https://cuicaihao.github.io/posts/2026-07-08-goodharts-law-the-tyranny-of-metrics/Goodhart’s Law highlights how a metric, once it becomes a target for reward or punishment, distorts its original purpose and encourages people to optimize the metric rather than reality. This post explores its origins and core mechanism, demonstrating its pervasive impact across various fields, from software engineering and healthcare to academia and AI training, where the pursuit of quantifiable targets often leads to unintended and counterproductive outcomes. It delves into why complex systems resort to “numerical governance” despite these known pitfalls.https://cuicaihao.github.io/posts/2026-07-06-personal-allegiance-and-role-responsibility-from-pre-modern-to-modern-management/Mon, 06 Jul 2026 07:00:00 +1000https://cuicaihao.github.io/posts/2026-07-06-personal-allegiance-and-role-responsibility-from-pre-modern-to-modern-management/This article contrasts “pre-modern management,” characterized by personal allegiance, favor, authority, kinship, and overt declarations of loyalty, with “modern management,” which emphasizes role responsibility and systemic processes. It details the operational logic of pre-modern systems, highlighting their effectiveness in small, low-complexity settings due to reliance on personalized trust. However, the piece also explores the inherent limitations of such models, particularly their inability to scale beyond a certain number of personal relationships, ultimately hindering the development of larger, more complex organizations.