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Alison Fragale - UNC-Chapel Hill. Chapel Hill, NC, US

Alison Fragale Alison Fragale

Associate Professor of Organizational Behavior, UNC Kenan-Flagler Business School | UNC-Chapel Hill

Chapel Hill, NC, UNITED STATES

Alison Fragale studies power, status and influence in organizations and conflict resolution and negotiation.

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Interview with Alison Fragale - UNC Kenan-Flagler. UNC Kenan-Flagler Alumni and Faculty on Leadership

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Biography

Alison Fragale studies the determinants and consequences of power, status and influence in organizations, conflict resolution and negotiation, and verbal and nonverbal communication.

An award-winning teacher, Dr. Fragale teaches courses on effective leadership and negotiation skills to undergraduates, graduate students and executives.

She has taught or consulted on leadership and negotiation for executives in numerous organizations, including ExxonMobil, Bayer CropScience, Eastman, the National Multi-Housing Council, AvalonBay, Post Properties, the U.S. Air Force and U.S. Navy.

Her research has appeared in the Academy of Management Review, Journal of Applied Psychology, Journal of Personality and Social Psychology, Organizational Behavior and Human Decision Processes and Personality and Social Psychology Bulletin.

Dr. Fragale worked as a management consultant for McKinsey & Company, Inc. Based in Chicago, she advised numerous companies in the automotive and financial services industries on issues of corporate strategy and change management.

Industry Expertise (7)

Education/Learning Management Consulting Program Development Research Corporate Training Corporate Leadership Talent Management

Areas of Expertise (5)

Business Leadership Negotiating Conflict and Negotiation Power and Leadership

Education (2)

Stanford University Graduate School of Business: Ph.D., Organizational Behavior 2004

Dartmouth College: B.A., Mathematics and Economics 1997

Affiliations (5)

  • Academy of Management
  • Society for Personality and Social Psychology
  • Social Psychological and Personality Science Editorial Board
  • Organizational Behavior and Human Decision Processes Editorial Board
  • Nelson A. Rockefeller Center for Public Policy and the Social Sciences at Dartmouth College Board of Visitors

Media Appearances (4)

The Art of Negotiating: How to Make Every Deal a Win-Win

Business  online

2015-12-23

Use “anchoring” to your advantage, argues Alison R. Fragale, Ph.D., a professor of organizational behavior at the University of North Carolina at Chapel Hill’s Kenan-Flagler Business School. In a blog post for the school’s online MBA degree program, she notes that opening negotiations with an offer as close as possible to the other party’s acceptable level can help you avoid a “too reasonable” offer that leaves money on the table...

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Why Workers Are Deferential to Colleagues—but Not to Bosses

The Wall Street Journal  online

2014-04-27

In an analysis of hundreds of corporate emails, Alison R. Fragale, associate professor of organizational behavior at the University of North Carolina Kenan-Flagler Business School, concluded that employees hedge, use disclaimers and soften their language with their peers more than they do with workers higher in rank...

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Why Girls Get Called Bossy, and How to Avoid It

The Huffington Post  online

2014-03-17

We react very differently when power is exercised by high-status and low-status people. In a pair of clever experiments, researchers Alison Fragale, Jennifer Overbeck and Maggie Neale show that when people with high status also possess power, we perceive them as dominant, but also warm. We hold them in high regard, so we're willing to follow their commands. When the same commands come from people who lack status, we judge them as dominant and cold. Since they haven't earned our respect, they don't have the right to tell us what to do...

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Why Workers Defer to Coworkers More Than Their Boss

Shape  online

2014-01-01

A recent study found that employees tend to be much more deferential to their peers than their bosses. By that, researchers mean that employees hedge, soften their language, and use disclaimers more around colleagues of the same rank than they do with their bosses. Lead researcher Alison R. Fragale says that one possible explanation is that when there is no clear hierarchy, employees want to avoid conflict...

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Articles (6)

Busy brains, boasters’ gains: Self-promotion effectiveness depends on audiences cognitive resources Journal of Experimental Social Psychology

Fragale and Adam Grant propose that self-promotion effectiveness depends on the audience's cognitive resources. When audiences are cognitively busy, they are more likely to misattribute the source of promoting information, and thus fail to penalize self-promoters for violating norms of politeness and modesty. Thus, self-promoters are perceived as more communal, and granted more status, when audiences are cognitively busy.

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The higher they are, the harder they fall: The effects of wrongdoer status on observer punishment recommendations and intentionality attributions Organizational Behavior and Human Decision Processes

2009

In two studies, we explore whether the status of a wrongdoer affects observers' attributions for the wrongdoer's actions and opinions about the wrongdoer's deserved punishment. We find that observers attribute greater intentionality to the actions of high status wrongdoers ...

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Power dynamics in negotiation Academy of Management Review

2005

Power is widely acknowledged to affect negotiator performance. Yet few efforts have been made to integrate the most prominent theories of power into a cohesive framework that can account for the results from a broad array of negotiation-relevant ...

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Choosing the path to bargaining power: an empirical comparison of BATNAs and contributions in negotiation Journal of Applied Psychology

2005

Although the negotiations literature identifies a variety of approaches for improving one's power position, the relative benefits of these approaches remain largely unexplored. The empirical study presented in this article begins to address this issue by ...

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Evolving informational credentials: The (mis) attribution of believable facts to credible sources Personality and Social Psychology Bulletin

2004

Three studies demonstrate that individuals often rely on a “belief force equals credible source” heuristic to make source judgments, wherein they assume that statements they believe originate from credible sources. In Study 1, participants who were exposed to ...

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Power moves: Complementarity in dominant and submissive nonverbal behavior Journal of Personality and Social Psychology

2003

Two studies examine complementarity (vs. mimicry) of dominant and submissive nonverbal behaviors. In the first study, participants interacted with a confederate who displayed either dominance (through postural expansion) or submission (through postural ...

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