It’s challenging to steer an organization through a crisis. And when several crises converge at once the challenge is even greater. 2020 has been a year, marked by unprecedented turmoil. Business leaders have grappled with a deadly pandemic, a sharp economic contraction, a dismantling of business norms, and a social reckoning stirred by the police killing of George Floyd.

SMITH BRAIN TRUST -- In a much-discussed piece in The New York Times, which drew on interviews with more than 100 people, Amazon comes off as a rough place to work. Emails from bosses arrive after midnight, followed by texts demanding answers.

BODY LANGUAGE, OTHER NONVERBAL CUES INFLUENCE EMPLOYEES’ WILLINGNESS TO VOICE ALTERNATE VIEWS By Subra Tangirala

Research by Subrahmaniam Tangirala

Teams thrive when they leverage deeper-level diversity in the viewpoints of their members. Here’s how to do it.

Open secrets abound on Blind, a social media app for workplace gossip. Most companies look the other way, but Tesla Motors took a different approach.

Every workplace has its open secrets. Multiple people may witness the same bad behavior from the same source, but nobody speaks up. Maryland Smith research explains why.

Front-line workers resent managers who ignore their input, but Maryland Smith research puts the blame elsewhere. And it might not be what you think.

Some people fail to plan. Others plan the wrong way for the modern workplace. New Smith School research identifies the planning technique that might be better suited for fast-paced environments.

Addressing #MeToo requires more women leaders; the backlash to #MeToo could create the opposite. Smith School experts offer advice for would-be mentors in the changed environment.