Christina Bielaszka-DuVernay, editor of Harvard Management Update.

Julia Kirby, HBR editor at large.

Josh Bernoff, senior vice president of idea development at Forrester Research and coauthor of "Empowered."

Beth Comstock, chief marketing officer of General Electric and coauthor of the HBR article "Unleashing the Power of Marketing."

Dr. Oliver Sacks, neurologist and author of "The Mind's Eye."

Paul Leinwand, partner in Booz & Company's global consumer, media, and retail practice; coauthor of "The Essential Advantage."

Jonah Keri, sports and stock market writer; author of "The Extra 2%."

Marc Freedman, founder and CEO of Civic Ventures and author of "The Big Shift: Navigating the New Stage Beyond Midlife."

Tom DeLong, Harvard Business School professor and author of "Flying Without a Net: Turn Fear of Change into Fuel for Success."

Douglas Conant, former CEO of Campbell's Soup Company.

Kareem Abdul-Jabbar, basketball legend, New York Times best-selling author, and filmmaker.

Grant McCracken, anthropologist and author of "Culturematic: How Reality TV, John Cheever, a Pie Lab, Julia Child, Fantasy Football . . . Will Help You Create and Execute Breakthrough Ideas."

Don Thompson, economist and author of "Oracles: How Prediction Markets Turn Employees into Visionaries."

Kevin Boudreau, London Business School professor.

Boris Groysberg and Deborah Bell, authors of the HBR article "Dysfunction in the Boardroom."

The Dilbert creator talks with HBR senior editor Dan McGinn.

Eric Clayberg, Google software-engineering manager, talks with Harvard Business School professor David Garvin about the feedback and training that he and others at the company receive through Project Oxygen.

Freek Vermeulen of London Business School explains how best practices become bad practices.

The former Secretary of Defense talks with HBR editor-in-chief Adi Ignatius about his new book, "Duty: Memoirs of a Secretary at War."

Walter Friedman, director of the Business History Initiative at Harvard Business School, on the pioneers of market prediction.

John Jullens of Booz & Company says multinationals from China and other emerging markets must learn to innovate and manage quality while remaining nimble.

John Kotter, author of "Accelerate," on how slow-footed organizations can get faster.

Amy Bernstein, editor of HBR, offers executive summaries of the major features.

David Upton and Sadie Creese, both of Oxford, explain why the scariest threats are from insiders.

Amy Bernstein, editor of HBR, offers executive summaries of the major features.

Amy Bernstein, editor of HBR, offers executive summaries of the major features.

David Duncan, senior partner at Innosight and coauthor of "Build an Innovation Engine in 90 Days," explains how to organize corporate creativity.

The Hollywood icon explains why she moved from acting to producing and directing, then launched a foundation that teaches mindfulness to kids.

Amy Bernstein, editor of HBR, offers executive summaries of the major features.

Kimberly Elsbach, author of the HBR article "Collaborating with Creative Peers," on collaborating better with a certain type of colleague.

Amy Bernstein, editor of HBR, offers executive summaries of the major features.

Amy Bernstein, editor of HBR, offers executive summaries of the major features.

Amy Gallo, author of the "HBR Guide to Managing Conflict at Work," explains the options.

There's a lot of crying and shouting both in politics and at the office. Gautam Mukunda of Harvard Business School and Gianpiero Petriglieri of INSEAD help us try to make sense of it all.

Darrell Rigby of Bain and Jeff Sutherland of Scrum explain the rise of lean, iterative management tactics, and how to implement them yourself.

The bestselling author describes her creative process and explains why she was always determined to have a career.

Robert Kegan and Lisa Lahey, both of Harvard, discuss what they've learned from studying radically transparent organizations where people at all levels of the hierarchy get candid feedback, show vulnerability, and grow on the job. Their book is "An Everyone Culture."

Mark Blyth of Brown University and Gianpiero Petriglieri of INSEAD discuss Britain's vote to leave the European Union.

David Burkus, author of "Under New Management", explains why some companies are taking extreme measures to limit electronic communication. Burkus is also a professor at Oral Roberts University and host of the podcast Radio Free Leader.

Susan David, author of "Emotional Agility" and psychologist at Harvard Medical School, on learning to unhook from strong feelings.

Tanya Menon, associate professor at Fisher College of Management, Ohio State University, explains how to recognize if your management style is too hands off. She's the co-author of "Stop Spending, Start Managing: Strategies to Transform Wasteful Habits."

Stephen Heidari-Robinson and Suzanne Heywood, authors of "ReOrg: How to Get It Right" explain how good planning and communication can help employees adapt.

Thomas Wedell-Wedellsborg discusses a nimbler approach to diagnosing problems than existing frameworks: reframing. He’s the author of “Are You Solving the Right Problems?” in the January/February 2017 issue of Harvard Business Review.

Deloitte national managing director Kim Christfort talks about the different personality styles in an organization and the challenges of bringing them together. Her firm has developed a classification system to help companies better understand personality styles and capitalize on their cognitive diversity. She and Suzanne M. Johnson Vickberg coauthored the article, "Pioneers, Drivers, Integrators, and Guardians" in the March-April 2017 issue of Harvard Business Review.

Sue Ashford, a professor at the University of Michigan’s Ross School of Business, breaks down her decades of research on leadership—who achieves it, and how a group grants it. She explains that the world isn’t divided into leaders and followers. Instead, it’s a state that everyone can reach, whether they’re officially in charge or not. She also explains why shared leadership benefits a team and organization. Ashford offers tips on how to effectively grow leadership in yourself and your employees.

Andrew Liveris, the CEO of Dow Chemical, discusses the 120-year-old company’s ambitious sustainability agenda. He says an environmentally driven business model is good for the earth—and the bottom line. Liveris is one of the CEOs contributing to Harvard Business Review’s Future Economy Project, in which leaders detail their company’s efforts to adapt to and mitigate climate change.

Moshe Cohen, a senior lecturer at Boston University's Questrom School of Business, says you can't take the emotion out of a negotiation. After all, negotiations revolve around conflict, risk, and reward — which are inherently emotional. Instead of sidelining your feelings, understand them. Cohen explains how to understand your triggers and use your emotions and those of your counterparts to your advantage.

Jennifer Petriglieri, an assistant professor of organizational behavior at INSEAD, asks company leaders to consider whether they really need to relocate their high-potential employees or make them travel so much. She says moving around is particularly hard on dual-career couples. And if workers can't set boundaries around mobility and flexibility, she argues, firms lose out on talent. Petriglieri is the author of the HBR article “Talent Management and the Dual-Career Couple.”

Caitlin Rosenthal, assistant professor of history at UC Berkeley, argues there are strong parallels between the accounting practices used by slaveholders and modern business practices. While we know slavery's economic impact on the United States, Rosenthal says we need to look closer at the details — down to accounting ledgers – to truly understand what abolitionists and slaves were up against, and how those practices still influence business and management today. She's the author of the book, "Accounting for Slavery: Masters and Management."

Corey Phelps, a strategy professor at McGill University, says great problem solvers are hard to find. Even seasoned professionals at the highest levels of organizations regularly fail to identify the real problem and instead jump to exploring solutions. Phelps identifies the common traps and outlines a research-proven method to solve problems effectively. He's the coauthor of the book, "Cracked it! How to solve big problems and sell solutions like top strategy consultants."