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	<description>Running over sticks and stones</description>
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		<title>Autumn Is a Masterclass in Transitions: How to Navigate Everyday Shifts at Work</title>
		<link>https://trotzendorff.de/psychology/autumn-is-a-masterclass-in-transitions-how-to-navigate-everyday-shifts-at-work/</link>
					<comments>https://trotzendorff.de/psychology/autumn-is-a-masterclass-in-transitions-how-to-navigate-everyday-shifts-at-work/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Mon, 15 Sep 2025 19:18:19 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Organizational Psychology]]></category>
		<category><![CDATA[Tiny Habits]]></category>
		<category><![CDATA[Transitions]]></category>
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					<description><![CDATA[The light tilts, the colors deepen, pavements shine after quick showers. Autumn moves the city from one state to another without fuss or apology. That same current runs through our workdays: from tiny thresholds to bigger crossings it’s all about the art of leaving one thing cleanly and arriving well at the next. These transitions come in all sizes — from the eyelash-thin switch between two tasks that lasts a heartbeat to the long arcs that reshape teams, companies, and people over months, sometimes years. Why transitions feel tricky (the short science) To ground the rest of this piece, here’s a brief science primer on why these in-betweens matter — what clings to attention after a switch, why switching itself costs energy, how unfinished goals keep buzzing until you make a plan, why endings color memory, and what actually helps: detachment, workable boundaries, simple rituals, and brief doses of nature. Skim the highlights below; we’ll weave them back into concrete moves throughout. Attention residue: After a switch, part of your mind sticks to the last &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53689</post-id>	</item>
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		<title>The Dark Side of Leadership: Procrastination, Machiavellianism, and Self-Sabotage in the Workplace</title>
		<link>https://trotzendorff.de/psychology/the-dark-side-of-leadership-procrastination-machiavellianism-and-self-sabotage-in-the-workplace/</link>
					<comments>https://trotzendorff.de/psychology/the-dark-side-of-leadership-procrastination-machiavellianism-and-self-sabotage-in-the-workplace/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Thu, 20 Jul 2023 17:31:34 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Organizational Psychology]]></category>
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					<description><![CDATA[In the modern workplace, leadership plays a pivotal role in shaping both employee behavior and organizational culture. However, it’s important to remember that not all leadership styles are equally effective or beneficial. Over the years, research has highlighted the darker side of leadership, focusing particularly on the damaging effects of abusive supervision. In this piece, I will delve into five studies that explore the ways in which abusive supervision can trigger employee procrastination, unleash Machiavellian behaviors, and fuel self-sabotage. Additionally, I will investigate how core self-evaluations can influence these behaviors. Lastly, I will provide eight practical tips for managers and organizations on promoting positive leadership styles and preventing abusive supervision. Abusive Supervision: A Closer Look Abusive supervision refers to a pattern of leader behavior characterized by sustained display of hostile verbal and non-verbal behaviors, excluding physical contact. This can include public ridicule, undermining, offensive remarks, and the silent treatment. For example, a manager who consistently belittles their employees in front of their peers, criticizes them harshly for minor mistakes, or ignores them when they try &#8230;]]></description>
		
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		<post-id xmlns="com-wordpress:feed-additions:1">53599</post-id>	</item>
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		<title>The Bigger Your Team, the Lazier Your Employees?</title>
		<link>https://trotzendorff.de/psychology/the-bigger-your-team-the-lazier-your-employees/</link>
					<comments>https://trotzendorff.de/psychology/the-bigger-your-team-the-lazier-your-employees/#respond</comments>
		
		<dc:creator><![CDATA[Trotzendorff]]></dc:creator>
		<pubDate>Mon, 15 May 2023 16:20:39 +0000</pubDate>
				<category><![CDATA[Psychology]]></category>
		<category><![CDATA[Workplace]]></category>
		<category><![CDATA[Organizational Psychology]]></category>
		<category><![CDATA[Teams]]></category>
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					<description><![CDATA[How does the size of a team impact individual performance? The Ringelmann effect suggests that individual productivity decreases as the size of a group increases, leading some to assume that larger teams result in lazier employees. In simple terms, people tend to put in less effort when they work together in a large group compared to when they work alone or in smaller groups. But what are the underlying causes, and how can organizations address them? The effect was first observed by a French agricultural engineer named Max Ringelmann in the early 1900s during a series of experiments. He noticed that when people pulled on a rope as a team, the total force exerted by the group was less than the sum of the individual efforts. While the Ringelmann effect has been empirically demonstrated in modern teams, there are still some misconceptions about its causes. In management circles, it is widely believed that the primary reason for this performance loss is social loafing, wherein individuals hide in larger groups and become lazy. Although this phenomenon &#8230;]]></description>
		
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