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Behavioral & Management

Theoretical frameworks from behavioral and management science, e.g., Bowen theory and coaching, are explored to provide multiple frameworks for assessing and understanding the family, the enterprise, and the individuals involved in multi-generational companies.

For this week’s edition, we are excited to share an interview between Russ Haworth, host of the Family Business Podcast, and Kim Eddleston and Roland Kidwell about their presentation at the upcoming FFI Global Conference. Their presentation is titled “The Diversity of Deviance: How breaking the rules can hurt (and help) families and family firms,” which will address the different types and outcomes of deviance as well as covering how to use deviance in the family and family firm to improve performance.

Among the unique characteristics differentiating family enterprises from their non-family counterparts is that family-owned businesses are much more driven by nonfinancial social and emotional motivators. In this week’s edition, Kim Schneider Malek explores the research that has been conducted on socioemotional wealth through her précis of “More Than Meets the Eye: A Review and Future Directions for the Social Psychology of Socioemotional Wealth,” an article appearing the March 2018 issue of FBR.

As we conclude the special issue series, we would like to thank the FFI Practitioner editorial committee for their hard work and this week’s authors, Judi Cunningham and Wendy Sage-Hayward for sharing their insights on the impact that an advisor’s unconscious biases can have in their work.

2017 Keynote Speaker and biological anthropologist, Dr. Helen Fisher shares her research on the evolution of team-building, identifying four distinct styles of thinking and their implications on the composition of the family enterprise.

Parents who are owners of family companies are generally intensely interested in their children’s development both as healthy, aspiring individuals and as future owners.

Points of significant change and transition in the life of a family business lead to predictable psychological reactions.

Two brothers, Andrew and Dave, started a health-related service business in Dave’s basement.

As advisors, we see how fear grips family firms and interferes with the work we are hired to do. Decisions on issues like succession are delayed, and difficult conversations about wealth are avoided.

n the beginning, it was all about the founders’ quest for anonymity, to keep the family under the radar and the family business link private.

Thanks to Mariana Martinez, founder of Bethesda Family Therapy, for her blog exploring the relationships between human and animal groups and how individuals in both systems effect the system itself.

Thanks to FFI Fellow, Randy Waesche, Resource Management LLC, for focusing our attention on the concepts, impacts and effects of money on multi-generational companies.

The first issue in a five week series based on the 2016 Global conference theme of Adapt | Evolve | Transform. This series focuses on transforming and transformative ideas, theories and interventions in the family enterprise field.

This week The Practitioner features a story with a surprise ending. Thanks to Lenka Beinhoff for “The Dog and the Relationship Theory by Richard".

Thanks to Patricia Annino of Prince Lobel Tye, LLP and James Rappaport of the New Boston Fund, Inc. for this week’s article on boundaries and how they might snap — or not.

Thanks to Nick Di Loreto and Steve Salley of BanyanGlobal Family Business Advisors for this week’s thought-provoking article on what’s really “irrevocable” when a family enterprise can come to consensus.

This week’s issue features an interview with the distinguished neuroscientist Beau Lotto, who will present the opening keynote presentation at the 2015 FFI annual global conference.

Compelled by regulatory and market forces, organizations are adopting measures for increased diversity in the workforce, top management teams and boards of directors.

Can a theory from the field of psychology help build our understanding of family business leaders’ decision making and, in particular, in their choice of advisors?

Twelve people hungry for change are gathered in a room, even though they have strong reservations that anything can change.