What can be legitimately be learned from closely studying great negotiators at work? Since 2000, the Program on Negotiation (PON)—an active inter-university consortium mainly comprised of numerous faculty from across... View Details

Leaders today have to lead in the context of extraordinary changes and challenges. The demands of today's stakeholders have risen significantly, and what is expected of senior leaders is quickly evolving in terms of their mission (more than profit),... View Details

In this course, students learn about the complex responsibilities facing business leaders today. Through cases about difficult managerial decisions, the course examines the legal, ethical, and economic responsibilities of corporate leaders. It also teaches students... View Details

Professor Bernstein taught Leadership and Organizational Behavior (LEAD) from 2013-2016 (7 sections).  This course focuses on how managers become effective leaders by addressing the human side of enterprise.

The course is divided into five modules:View Details

Launching Technology Ventures
Launching Technology Ventures (LTV) is designed for students who are actively working on their own startups or who will work at early-stage startups. The course material is, in particular, focused on new businesses in the... View Details

What do we notice, and how does this affect what we learn? Standard economic models of learning ignore memory by assuming that we remember everything. But there is growing recognition that memory is imperfect. Further, memory imperfections do not stem from limited... View Details

Workplace transparency provides a foundation for learning and control, and therefore for satisfaction and productivity. Yet my research shows that an obsession with transparency-enhancing tools and structures can backfire, producing the unintended consequences of... View Details