Language Lessons (2013)

In the Chazen Global Insights, Michael Morris discusses how exposure to cultural reminders can disrupt the English fluency of Chinese immigrants by activating their native cultural and linguistic schemas through an automatic process known as frame-switching, impacting their performance in a second language.

Metacognition: The Skill Every Global Leader Needs (2012)

In a blogpost for Harvard Business Review, Michael Morris describes three of his recent studies on cultural metacognition. In addition to exploring the conceptual side, Michael suggests a few practical tips managers can use to develop and strengthen their own metacognition skills.

Un-Follow the Leader (2012)

In the Chazen Global Insights, Michael Morris discusses the challenges and nuances of managing across cultures, specifically focusing on Indian employees' deference to authority which can impede innovation. He explores how cultural norms rather than personal beliefs drive this deference, and suggests strategies for managers to foster independent thinking and dissent, crucial for innovation, by modeling and encouraging non-deferential behaviors at work.

The Latest on Handling Job Stress (2012)

In Forbes Magazine, Michael Morris discusses a recent PSI Science Meets Practice Workshop on Staying Cool Under Pressure.

Die the Good Death(2011)

Morris narrated a documentary about a colleague's research in Varanasi, Indi--an ancient city where devout Hindus go to die. Corpses are cremated publicly on the shore of the Ganges. The research question was: how do the salient reminders of death in this setting affect the people who work in it? Specifically, how does this "mortality salience" trigger cultural frameworks in their thinking?

The New Face of Workplace Discrimination (2009)

In Forbes Magazine, Michael Morris and Susan Fiske discuss how discrimination plays out in a modern workplace. Read the article to learn how to recognize and avoid the subtler forms of discrimination that may take hold in the workplace. 

When Images Speak Louder Than Words (2008)

In The Huffington Post, Michael Morris and Craig Fox discuss the ways in which voters can be unconsciously swayed by images. 

When Talking Stocks, Mind Your Metaphors (2007)

In the Chazen Global Insights, Michael Morris discusses how metaphorical language in stock market commentary, particularly agent metaphors used to describe upward trends, can mislead investors by implying intentional movements, leading to a biased expectation of trend continuance and potentially detrimental investment decisions.

The Blame Game (2007)

In the Chazen Global Insights, Michael Morris explores cultural differences in assigning responsibility for corporate disasters, contrasting the American focus on individual accountability with the East Asian perspective that emphasizes collective responsibility, leading to public expectations for corporate leaders to symbolically accept blame, even in cases where they are not directly at fault.

What Really Happens at Mixers? (2007)

In the Chazen Global Insights, Michael Morris and Paul Ingram discuss their study on social interactions at networking events, revealing that while attendees often default to comfortable conversations with known acquaintances, strategically attending alone and actively engaging with strangers can significantly enhance the formation of new, diverse connections, contrary to concerns about homophily limiting such interactions.

Trust and Reciprocity in Chinese Business Networks (2006)

In the Chazen Global Insights, Michael Morris, along with colleagues, examines the contrasting networking behaviors and trust dynamics in American and Chinese business cultures, highlighting that while Americans often separate personal and professional relationships, Chinese executives blend these spheres, fostering both cognitive and affective trust within the same networks, which supports the culturally embedded practices of guanxi and renqing.

When Culture Counts--and When It Doesn't (2005)

In the HBR Negotiation Newsletter, Michael Morris discusses the psychological triggers of culturally based thinking to help negotiators effectively adapt to cultural differences in international negotiations.

When Culture Counts (2005)

In the Chazen Global Insights, Michael Morris discusses how cultural differences in behavior influence economic decisions, highlighting the importance of understanding these variations to predict and respond to global market trends effectively.