Photo of Shefali Patil

Shefali Patil

Doctoral Student

Links: CV

Contact Information

Address: 2051 SH-DH, 3620 Locust Walk, Philadelphia, PA 19104
Email: shefalip@wharton.upenn.edu
Office: (215) 746-3112
Office Fax: (215) 898-0401

Overview

I study (1) the types of work structures that enable managers to reduce the risks of conformity traps (they conform to shared practices and beliefs when they should have deviated) and deviation traps (they deviate when they should have conformed). I find that decision makers fall into conformity or deviation traps in work environments that trigger the same psychological states (structural congruity). But decision makers bring down both errors in work environments that trigger clashing psychological states (structural incongruity);

(2) the types of ideological beliefs that increase managerial tolerance of decision errors and resistance to implementing incongruous structures. I find that managers who trade off employee freedom for protection prefer structures that increase the risks of conformity traps—and managers who trade off employee protection for freedom prefer structures that increase the risks of deviation traps.      

Research


  • Shefali Patil (Working), Shifting between the small details and big picture: How structural incongruity enhances decisions to conform or deviate. .  Abstract
  • Shefali Patil, Philip Tetlock, Barbara Mellers (Under Review), Accountability systems and distributive justice norms: When do people adhere too much or stray too far from decision rules? .
  • Shefali Patil (Under Revision), Adapting too little – or too much: Accountability and values as converging-countervailing structural forces..
  • Philip Tetlock, Ferdinand Vieider, Shefali Patil, Adam Grant (2013), Accountability and ideology: When left looks right and right looks left, Organizational Behavior and Human Decision Processes, 122, 22 - 35.  
  • Adam Grant, Shefali Patil (2012), Challenging the norm of self-interest: Minority influence and transitions to helping norms in work units, Academy of Management Review, 37: 547-568.    Abstract
  • Shefali Patil, Ferdinand Vieider, Philip Tetlock, "Process and outcome accountability". In Oxford Handbook of Public Accountability, edited by Mark Bovens, Robert E. Goodin, Thomas Schillemans, (2012).  Abstract
  • Nancy Rothbard, Shefali Patil, "Being there: Work engagement and positive organizational scholarship". In Handbook of Positive Organizational Scholarship, edited by K. Cameron, G. Spreitzer, (2010).

Teaching

Teaching Interests: Organizational Behavior; Managerial Decision Making; Leadership; Negotiations

Courses

Previous

  • MGMT101 - Introduction To Management

    This course is an introduction to the critical management skills involved in planning, structuring, controlling and leading an organization. It provides a framework for understanding issues involved in both managing and being managed, and it will help you to be a more effective contributor to organizations that you join. We develop a "systems" view of organizations, which means that we examine organizations as part of a context, including but not limited to environment, strategy, structure, culture, tasks, people and outputs. We consider how managerial decisions made in any one of these domains affect decisions in each of the others.