Navigating Political Polarization

Trump Administration Policies Have Chilling Effects on Academia

Harvard Yard in the winter. Source: Shutterstock

By Paul Friedman

Tighter enforcement of immigration regulations and cuts in research grants under the Trump administration are having negative impacts on academic work in general and on not-for-profit professional associations, including the Academy of Management, in particular.

Academy of Management (AOM) Scholar Peter Bamberger of Tel Aviv University, the president of AOM, says you can see it clearly in the run-up to the AOM’s annual meeting in Copenhagen. Among other issues, there is concern about how the visas of foreign students are being treated by authorities such as U.S. Immigration and Customs Enforcement (ICE).

“A good number of the research papers that have been accepted for presentation come from doctoral students from the United States; many of the doctoral students in the United States are foreign doctoral students; and some of the foreign doctoral students in management in the U.S. are considering the potential costs of leaving the U.S. to present their paper,” Bamberger said.

“We are concerned that some of these foreign Ph.D. students, rather than taking that risk, may opt to stay at their offices in the USA and not present their research, which would obviously be deleterious to our science,” he said.

“It would be very unfortunate if innovative papers and important findings are not presented at the 2025 conference because foreign U.S.-based scholars are concerned about the validity of their visas.”

Bamberger said he doesn’t know any AOM members whose students have been deported, but he does know that some AOM scholars are among those being hit by cuts in federal funding for research.

“Those individuals who had grant money to study diversity, equity, and inclusion—that’s all gone,” Bamberger said. “Those individuals don’t have the grants anymore and as a result, the research stops.

“Now, it’s the right of a government to determine how it wants to allocate funding for research, so I can’t necessarily say that this is something that’s undemocratic or unfair,” he said. “That was the result of the election, but it is having a problematic effect.”

Bamberger said he sees an ironic example of how cuts in research can have unexpected results.

“A lot of that research on DEI is not necessarily pro-DEI,” he said. “For example, my own research on gender and racial pay equity suggests that contemporary policies oriented towards enhancing the equity have significant unintended negative consequences, including compensation compression.

“So when you cut off the funding for all research that mentions certain keywords assumed to be related to DEI, you’re cutting off the funding of people doing research that indicates problems with DEI policy, as well as perhaps supporting policies that may be favored by certain politicians.”

AI Is a Tool to Boost Efficiency, Not to Reduce Headcount

Source: Shutterstock

By Paul Friedman

Artificial intelligence is often seen as a threat to employment, but it can be used to preserve jobs in times of uncertainty such as the current one when many economists are sounding the alarm about a looming recession.

Academy of Management Scholar Peter Bamberger of Tel Aviv University said AI can be used to help businesses maintain skilled workforces when they may have to find ways to cut costs.

“What kind of jobs may disappear? What kinds of skills will you still need? What skills can we do without? There’s uncertainty there,” Bamberger said. “Perhaps you want to take that workforce and upgrade them over time.

“You have to know where your business is going and have a good sense as to what kinds of competencies you need,” he said. “There are clearly benefits to retaining your workforce as long as you can afford to train them to augment the AI and enhance its value.

“Increasingly organizations are doing this and using AI in this process.”

Bamberger said AI is now allowing organizations to better understand how to leverage and develop the talent in their workforce.

“Often we refer to something called the talent marketplace, something that organizations probably should have been doing decades ago, which is keeping inventories of their workforce’s competencies and skills,” Bamberger said. “AI is enhancing the ability of organizations to leverage the workforce they have in place by moving people around on short-term internal gigs in organizations and getting them prepared for positions that might open up in the future.

“These are systems that help organizations enhance the competency level of their workforce and limit the need to necessarily turn to the external labor market to secure the talent they need, which can be quite expensive,” he said.

“Ultimately it may offer a far more economical way to maximize the return from investments in human capital.”

There’s also a benefit of AI to employees, according to Bamberger.

“AI—having an understanding of the individual’s background and experiences and skills and competencies—can search through a wide range of projects that may require a month or two of work and then propose those to an employee during that individual’s slack time that they take on this additional project,” he said.

“And if they do enough of these projects over the course of two or three years, they’re going to be set to fill these new roles that they’re interested in doing and the organization needs them to fill.”

Why Doing Meaningful Work Makes Time Fly

By Daniel Butcher

“When you sit with a nice girl for two hours, it seems like two minutes; when you sit on a hot stove for two minutes, it seems like two hours. That’s relativity.” —Albert Einstein

When people talk about time at work, they usually don’t think about subjective time, how we perceive time differently, for example, at work vs. on vacation, noted Academy of Management Scholar Abbie Shipp of Texas Christian University, who coauthored an Academy of Management Annals article on that topic with Karen Jansen of Henley Business School.

“A key to understanding subjective time is thinking about how people interpret time itself—workers often ask themselves, ‘Is there meaning in what I’m doing? Where is this leading me?’” Shipp said. “Expense reports feel meaningless, and most people consider them to be a waste of time, as opposed to, ‘I worked on this big project—it’s going to save lives, for example, if you’re in the medical community.’

“So the same amount of time spent on one sort of task or project vs. another can feel different and have different meaning, and that interpretation of time is really important for how people think and feel about their job and career,” she said.

“Leaders need to consider this different view of time when engaging their teams.”

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

Why Mental Time Travel at Work Matters

By Daniel Butcher

While many self-help gurus advise living in the moment, most people’s thoughts also tend to wander to the past or the future. That has implications for how people interact with each other and work together.

Academy of Management Scholar Abbie Shipp of Texas Christian University, who coauthored an Academy of Management Annals article on that topic with Karen Jansen of North Carolina State University, said that when people talk about time at work, they’re almost always referring to “objective time.”

“Time is measured by the clock or the calendar, so when workers think, ‘What time is a meeting scheduled?’ or ‘Am I managing my time well?’ or ‘December feels different than June,’ they’re always referring back to what they think are fixed elements of time—the clock or the calendar,” Shipp said. “But my research over the years has really been looking at people’s subjective experience and interpretation of time, and when we went into the literature to really explore this more in depth, we found that this is mostly hidden.

“One of the main elements of subjective time is that people mentally time travel,” she said. “They remember the past and they forecast the future.

“At any given moment, 50% of your thoughts are spent in another period of time; you aren’t in the present moment—you’re thinking about different periods of time.”

Other research that Shipp has done shows that people have characteristic tendencies to mentally stay in one or more periods of time. Some people tend to think about the past more often, while others like to plan and imagine what will happen in the future.

“I’m very future-focused, whereas my husband is very much present- and past-focused,” Shipp said. “If you think about it from a work perspective, if people are thinking about different things, if their minds are in different places, they can have conflicts, or they can have complementarities.

“That kind of subjectivity has important implications for team composition or, the flip side of it, team conflict,” she said.

A sample of Shipp’s AOM research findings:

• Subjective Time: What It Is and Why It Matters at Work
• Paths to Retaining Employees Who Go the Extra Mile

Why Work Frenemies Are More Common than Work Friends

By Daniel Butcher

In our portfolio of relationships, we want as many friends and as few enemies as possible. But many work relationships aren’t clearly positive or negative; instead, they’re more neutral, like cordial acquaintances, or even ambivalent. Think “frenemies,” two-faced colleagues, or polite rivals. While having mixed feelings about a coworker sounds awkward—and research studies have shown that frenemies increase each other’s stress and blood pressure—ambivalent relationships also tend to boost creativity, adaptability, and productivity by fueling a competitive spark.

“Ambivalent relationships have always been relatively common in organizations, as they are breeding grounds for having to simultaneously collaborate and compete, for example,” said Academy of Management Scholar Jessica Methot of Rutgers University and the University of Exeter. “But because some of the more complicated interpersonal interactions were paused or transformed during the COVID-19 pandemic, workplace relationships seemed to become more one-dimensional.

“Either someone was unreliable or difficult to work with, or they were motivated and helpful,” she said. “Now, in the ‘post-pandemic’ world of work, we’re starting to see ambivalent relationships emerge again.”

Methot has been doing research to better understand how and why friendships necessarily blur work and non-work boundaries to create unique tensions. That holds true for both remote and in-person work as well.

“It’s important for people to understand how to balance when we’re exposing our personal or intimate information to someone who we work with, and the paradox and the complications that come along with that,” she said. “A lot of people want to have those close relationships and those experiences with the people who they work with but maybe don’t really understand how that can turn against them.

“The issue with workplace friendships that makes them distinct and unique from relationships or friendships outside of work is that the shared space is the office, and so the friendship is founded on a professional work relationship, and those two things tend to compete with each other.”

Especially for team members of comparable seniority, it can be difficult to reconcile the fact that they are collaborating with each other at the same time that they may be competing with each other.

“A formal work relationship is transactional, professional, and non-discretionary, versus our private, more discretionary, informal friendships, and those two things tend to conflict with each other,” Methot said. “How do we balance these paradoxes or tensions that we end up facing when we try to become friends with people who we work with?

“It ends up potentially creating these rivalries—we might be both going up for the same promotion,” she said. “I want to be proud of my friend and happy for him or her, but I’m also jealous, and so this started leading into my research understanding how we feel ambivalently towards our friendships.

“Work friends must deal with this emotion of ambivalence, where we might feel joy or pride and jealousy, and the question is, ‘How do we balance those emotions?’”

A sample of Methot’s AOM research findings:

• Overlooked Benefits of Office Chit-Chat
• Paths to Retaining Employees Who Go the Extra Mile

Shadow Networks Foster Collaboration

By Daniel Butcher

People often collaborate with colleagues across departments in ways that benefit their organization, sometimes sparking inter-team creativity and productivity. Human resources (HR) can either kindle or pour cold water on those fires.

Academy of Management Scholar Jessica Methot of Rutgers University and the University of Exeter—who cowrote an Academy of Management Review article on this topic with Emily Rosado-Solomon of Babson College and David Allen of Texas Christian University and University of Warwick—said that managers routinely search for ways to foster collaboration and break down silos by rotating employees or creating cross-functional teams. Other effective tactics include fostering networks through company retreats or company-sponsored volunteer service among employees across departments.

“I’m really interested in the interactions and communication among employees in a way that is outside the formal organizational chart,” Methot said. “The functioning of the informal organization is often a shadow network behind the official organizational chart.

“We know that there’s a lot of dynamics that occur in the ways that people interact and communicate and build trust and develop friendships and gossip in organizations, and organizational leaders often try to prioritize building a climate or a culture where people are creating these types of networks, where they feel a sense of psychological safety and are comfortable sharing information and asking questions,” she said. “But they don’t often know exactly what HR policies are going are going to affect those networks, and how they’re going to affect those networks.

“It’s crucial to track and analyze how a formal HR policy impacts the informal infrastructure in an organization, how people are interacting with each other, whether they form mentoring relationships or developmental relationships with each other, and whether they form close friendships, even when they traditionally had only worked together as team members.”

A sample of Methot’s AOM research findings:

• Overlooked Benefits of Office Chit-Chat
• Paths to Retaining Employees Who Go the Extra Mile

How Tech Can Support Connecting via Remote Work

By Daniel Butcher

Some people hate virtual meetings and calls and prefer face-to-face in-person interactions. Others are uncomfortable in a traditional office setting and prefer communicating in ways that are mediated by technology. Many people fall somewhere in between. But small talk is valuable for everyone.

Academy of Management Scholar Jessica Methot of Rutgers University and the University of Exeter—who cowrote an Academy of Management Journal article on that topic with Emily Rosado-Solomon of Babson College, Patrick Downes of the University of Kansas, and Allison Gabriel of Purdue University—said that she has talked to a lot of people whose teams or organizations are now using Slack, Teams, or other communication software and provided the following advice:

“Set up informal interaction channels over Slack to give employees an outlet where they can talk about exercise or leisure or any hobbies that they have that doesn’t necessarily have to implicate work-related topics,” Methot said. “Giving them an outlet to talk informally with each other can be really helpful.”

This doesn’t always apply to, say, neurodivergent individuals or other people with disabilities or people who are from minoritized backgrounds, or even expatriates, she noted.

“Small talk is actually really challenging for people who don’t understand American norms, and we’ve heard that from a lot of immigrants, expatriates who don’t have the context for how to get involved in the conversations with those familiar with a particular country’s cultural norms and trends,” Methot said. “For Americans, it seems accepted and relatively normal.

“We understand that it’s polite to engage in conversation, but we talk about topics that they might not be familiar with, things related to hobbies or sports or network television, and they feel excluded,” she said

“Also, the idea of returning to the office might not feel as accepting or welcoming for certain populations, like those who are neurodivergent.”

While many people bemoan the disruption to traditional nine-to-five office schedules, for many others such as parents and people with disabilities, remote or hybrid work arrangements are a breath of fresh air.

“For some people, technology has really vastly improved their social circles, work-life balance, and ability to present themselves more authentically,” Methot said.

“Stigmatized groups might struggle to live and work in their environment when they have disabilities, or for individuals who are neurodivergent, it’s harder for them to form in-person connections, and so interacting online can really be a lifeline for them,” she said.

“I want to make sure that I’m addressing the fact that encouraging small talk isn’t a blanket set of practices or results that apply to everyone.”

A sample of Methot’s AOM research findings:

• Overlooked Benefits of Office Chit-Chat
• Paths to Retaining Employees Who Go the Extra Mile

The Importance of Social Rituals at Work

By Daniel Butcher

Whether you’re a CEO or rank-and-file employee, and no matter how good you are at the nuts-and-bolts aspects of your job, ignore social-emotional factors in the workplace at your peril.

Academy of Management Scholar Jessica Methot of Rutgers University and the University of Exeter—who coauthored an Academy of Management Journal article on that topic with Emily Rosado-Solomon of Babson College, Patrick Downes of the University of Kansas, and Allison Gabriel of Purdue University—said that it’s important to ask ourselves questions such as: Am I feeling especially disconnected today? Have I talked to anyone outside of my home?

“We can assess our own social-emotional health and how much time we spend interacting with other people—don’t fall victim to mistakenly seeking solitude,” Methot said. “Some people tend to avoid small talk, either because they overestimate how awkward they seem or they don’t see any benefits to it.

“Part of it is elevating and highlighting the benefits of having small talk, because it isn’t difficult; it doesn’t take too much effort; it isn’t too intimate, and it still helps boost our energy,” she said. “Remotely, we want to think about how we can recreate or create new social rituals for our teams.”

Social rituals at work include weekly check-ins, project retrospectives, and celebratory events for milestones or achievements. 

“If we’re bringing our team back into the office, let’s say we’ve got a group who was working remotely or is working in a hybrid schedule, we might not be able to go back to the way that it was and recreate the exact workplace situation or climate that we had before,” Methot said.

Most people—bosses and employees alike—have to adapt to changing work environments. Creating new social rituals fosters better teamwork and helps with maintaining a positive culture.

“What does this new social ritual look like? What does our team need now? How can we innovate but still ensure that we use that as a norm in our team or in our organization,” Methot said. “We can also integrate spontaneous conversations into our remote work ecosystem, so we and colleagues could try setting our availability, specifying times for when others can connect with us.

“A social ritual could be as simple as encouraging team members to join meetings five minutes early to catch up informally and say, ‘Hey, how’s everyone doing?’”

A sample of Methot’s AOM research findings:

• Overlooked Benefits of Office Chit-Chat
• Paths to Retaining Employees Who Go the Extra Mile

Why Small Talk Is Social Glue at Work

By Daniel Butcher

Small talk is crucial for employees to bond with each other and form a cohesive organizational culture—and hybrid and even fully remote work arrangements don’t change that.

Academy of Management Scholar Jessica Methot of Rutgers University and the University of Exeter—who coauthored an Academy of Management Journal article on that topic with Emily Rosado-Solomon of Babson College, Patrick Downes of the University of Kansas, and Allison Gabriel of Purdue University—said that they collected the data about why and how small talk can be an effective method for employee bonding before the COVID-19 pandemic.

“A lot of the conclusions that we drew about the impact of small talk on employees were seemingly turned on their head when everyone started working remotely,” Methot said. “The questions people asked us were, ‘How do we do this if we’re working remotely? How do we reconstruct these work relationships if we can’t just bump into each other in the hallway?

“It was a great challenge for us to think through, “How did small talk change during Covid, and what does this look like now in the post-Covid age?” she said. “It is so prevalent that we wanted to understand what was happening in organizations: Was it good? Was it bad? Is this something that we should be encouraging? Do we have any control over it whatsoever?”

Small talk can be a polarizing topic. Some people love it, while others hate it.

“It’s also sometimes cultural, where having chit-chat feels superficial and condescending and unnecessary, where others feel as though, if you don’t chit-chat with them, you’re not even acknowledging their presence, and it’s rude,” Methot said. “It makes up a really large chunk—about one-third—of our conversations, and it’s the social glue of the workplace.

“Small talk with our colleagues is a social ritual that many of us had built into our days,” she said. “We come into the office; we greet people in the morning; we chat with coworkers to pass the time; we take a break to grab a coffee; we reenergize before getting back to work.

“We make small talk in transition periods—we have small talk before going into a meeting, before negotiations, before performance evaluations, and so we also use it to grease the wheels.”

A sample of Methot’s AOM research findings:

• Overlooked Benefits of Office Chit-Chat
• Paths to Retaining Employees Who Go the Extra Mile

RTO Has a Steep Learning Curve for Young Workers

By Daniel Butcher

Many young employees, some of whom graduated during the COVID-19 pandemic or took on a fully remote role after graduation, never experienced integrating with—and thriving in—an office culture. Pandemic or no, young professionals often experience a learning curve in transitioning to becoming a professional. They have to figure out how to bond with fellow employees, make a good impression on management, and act professionally in an office.

Academy of Management Scholar Jessica Methot of Rutgers University and the University of Exeter said that many early-career workers haven’t been fully socialized into their employer’s culture. The quality of organizations’ onboarding procedures varies widely.

“One of the concerns that we’ve been hearing a lot from newer employees is they weren’t onboarded effectively,” Methot said. “They’re brought into a new role, but they don’t get a chance to meet the team, develop a rapport with their boss, or form relationships with this team to build trust and learn how to collaborate effectively with them.

“Maybe they worked remotely when they were hired into the organization, and then—all of a sudden—they’re brought back to the workspace, and now they have to reevaluate how they were interacting with these individuals and almost create new relationships with them,” she said. “The pandemic created this disruption to our understanding of how to interact, and so it calls into question what types of information do recent hires require?

“How are we socializing these new employees to help them navigate the social norms and political landscape of the organization? How do they build a relationship with their supervisor or their direct reports when they never meet in person, and then, what does that look like if a group of them is required to come back to the office? It’s really disruptive.”

A sample of Methot’s AOM research findings:

• Overlooked Benefits of Office Chit-Chat
• Paths to Retaining Employees Who Go the Extra Mile