About

Laurie Weingart is the Richard M. and Margaret S. Cyert Professor of Organizational Behavior and Theory at the Tepper School of Business. Her role involves research and teaching in the areas of organizational behavior, management science, and leadership. She is associated with Carnegie Mellon University and contributes to the school's focus on integrating business, technology, and analytics, guided by the strategic plan Building The Intelligent Future. Her work emphasizes practical application and experiential learning, preparing students to excel in their industries.

Research topics

• Political Science
• Computer Science
• Sociology
• Psychology
• Knowledge management
• Law
• Business
• Applied psychology
• Social psychology
• Economics
• Management science
• Psychiatry
• Public relations
• Engineering
• Medicine
• Nursing

Selected publications

• Conflict Expression Tendencies in Workgroups: Measure Validation and a Test of Theory

  OSF Preprints (OSF Preprints) · 2026-04-14

  otherSenior author
  Publisher

• Mind the Gap: How to Build and Manage Diverse (Great) Teams

  Academy of Management Proceedings · 2025-07-01

  article

  As our world becomes increasingly polarized, organizations and their leaders are motivated to promote dialogue and mutual understanding to bridge perceptual gaps and reconcile conflict. Conflicts and perceptual gaps are common across various organizational contexts and levels, often stemming from differences in expertise, values, and goals. In this symposium, we aim to explore the multifaceted nature of perceptual gaps, their impact on individuals and teams, and offer strategies to bridge them, thereby improving performance, relationships, well-being, and emotional dynamics. We discuss various types of gaps, including those affecting individuals, representational gaps within teams, and political divides that have evolved into societal polarization. Overall, this symposium explores strategies for bridging perceptual gaps and resolving conflicts in diverse and polarized contexts. Using experiments, longitudinal studies, and field interventions across organizational and societal settings, the research projects apply diverse approaches, including high-quality listening, promoting active learning and constructive debate, and leveraging dialogue circles. These approaches enhance psychological safety, trust, and collaboration through integration and perspective- sharing. While highlighting positive outcomes, the findings reveal challenges and boundary conditions, stressing the need for nuanced solutions to address perceptual gaps and polarization across organizational levels. Notably, practices like listening and dialogue can have counterintuitive effects, influenced by the intensity of representational gaps within teams and the degree of internal identity integration. Learned Helplessness and Interpersonal Trust Author: Adva Liberman; Hebrew University Author: Ruth Mayo; Hebrew University Author: Lilach Sagiv; Hebrew University The Double-Edged Sword of Listening in Teams and The Moderating Role of Representational Gaps Author: Michal Lehmann; Carnegie Mellon University Author: Laurie R. Weingart; Carnegie Mellon University Author: Ella Miron-Spektor; INSEAD Diversity Icebreaker: Managing Functional Diversity via the Representational Gaps (rGaps) Framework Author: Sharon Arieli; Author: Andrey Elster; University of Maryland College Park Author: Bjoern Z. Ekelund; Cultivating a Paradox Mindset through Contact Circles in Polarized Organizations Author: Yarin Sultan; Ben-Gurion University of the Negev Author: Dorit Efrat-Treister; Ben-Gurion University of the Negev Author: Amir Grinstein; Author: Ella Miron-Spektor; INSEAD

  PublisherDOI

• An Application of Large Language Models to Coding Negotiation Transcripts

  arXiv (Cornell University) · 2024-07-18 · 2 citations

  preprintOpen access

  In recent years, Large Language Models (LLM) have demonstrated impressive capabilities in the field of natural language processing (NLP). This paper explores the application of LLMs in negotiation transcript analysis by the Vanderbilt AI Negotiation Lab. Starting in September 2022, we applied multiple strategies using LLMs from zero shot learning to fine tuning models to in-context learning). The final strategy we developed is explained, along with how to access and use the model. This study provides a sense of both the opportunities and roadblocks for the implementation of LLMs in real life applications and offers a model for how LLMs can be applied to coding in other fields.

  PublisherOA PDFDOI

• Teamwork and implementation of innovations in healthcare and human service settings: a systematic review

  Implementation Science · 2024-07-15 · 53 citations

  reviewOpen access

  BACKGROUND: Implementation of new practices in team-based settings requires teams to work together to respond to new demands and changing expectations. However, team constructs and team-based implementation approaches have received little attention in the implementation science literature. This systematic review summarizes empirical research examining associations between teamwork and implementation outcomes when evidence-based practices and other innovations are implemented in healthcare and human service settings. METHODS: We searched MEDLINE, CINAHL, APA PsycINFO and ERIC for peer-reviewed empirical articles published from January 2000 to March 2022. Additional articles were identified by searches of reference lists and a cited reference search for included articles (completed in February 2023). We selected studies using quantitative, qualitative, or mixed methods to examine associations between team constructs and implementation outcomes in healthcare and human service settings. We used the Mixed Methods Appraisal Tool to assess methodological quality/risk of bias and conducted a narrative synthesis of included studies. GRADE and GRADE-CERQual were used to assess the strength of the body of evidence. RESULTS: Searches identified 10,489 results. After review, 58 articles representing 55 studies were included. Relevant studies increased over time; 71% of articles were published after 2016. We were unable to generate estimates of effects for any quantitative associations because of very limited overlap in the reported associations between team variables and implementation outcomes. Qualitative findings with high confidence were: 1) Staffing shortages and turnover hinder implementation; 2) Adaptive team functioning (i.e., positive affective states, effective behavior processes, shared cognitive states) facilitates implementation and is associated with better implementation outcomes; Problems in team functioning (i.e., negative affective states, problematic behavioral processes, lack of shared cognitive states) act as barriers to implementation and are associated with poor implementation outcomes; and 3) Open, ongoing, and effective communication within teams facilitates implementation of new practices; poor communication is a barrier. CONCLUSIONS: Teamwork matters for implementation. However, both team constructs and implementation outcomes were often poorly specified, and there was little overlap of team constructs and implementation outcomes studied in quantitative studies. Greater specificity and rigor are needed to understand how teamwork influences implementation processes and outcomes. We provide recommendations for improving the conceptualization, description, assessment, analysis, and interpretation of research on teams implementing innovations. TRIAL REGISTRATION: This systematic review was registered in PROSPERO, the international prospective register of systematic reviews. REGISTRATION NUMBER: CRD42020220168.

  PublisherOA PDFDOI

• Reflections of an Accidental Scholar and the Founding of INGRoup

  Small Group Research · 2024-08-06 · 2 citations

  article1st authorCorresponding

  This essay chronicles the pivotal events shaping Laurie Weingart’s esteemed academic career. It begins with an influential letter from Joe McGrath, affirming her research approach and trajectory, bolstering her confidence during a critical career juncture. Weingart traces her academic journey, marked by meaningful collaborations and mentorships, and her significant contributions to the study of group dynamics, negotiation tactics, and conflict. The founding and development of INGRoup, a network fostering interdisciplinary group research, is highlighted as a seminal collective achievement, underscoring her commitment to community-building in academia. Concluding with insights gleaned from mentoring, research, and leadership roles, Weingart advocates for embracing unplanned opportunities, nurturing collaborative relationships, and balancing passion with practicality to navigate a successful academic career. The essay serves as an inspirational guide for emerging scholars, emphasizing resilience, openness to change, and the importance of service to the broader academic community.

  PublisherDOI

• Organizing for Inclusion: Integrating and Extending Research on Diversity and Organization Design

  Academy of Management Proceedings · 2024-07-09

  articleSenior author

  This symposium, aligning with the theme “Innovating for the Future”, aims to bring together management scholars from the fields of diversity and inclusion (D&I) and organizational design (OD). The goal is to identify how research at the intersection of these disciplines can provide insights to enhance D&I outcomes that also lead to improved organizational performance. D&I initiatives can face a variety of challenges during implementation. These challenges can arise when existing practices are not taken into consideration, leading to ineffective or underwhelming outcomes. To address these challenges, it is essential to examine the broader organizational context and how D&I practices interact as a bundle of practices. This can help achieve both D&I and organizational goals. Additionally, since the OD literature tends to focus more on the organization being the primary beneficiary of value creation and less on how organizational members can be beneficiaries of value creation, incorporating a D&I lens to OD theories can shed light on organizational arrangements suited for accomplishing multiple objectives. The symposium panel will showcase distinguished scholars in the fields of D&I and OD. They will share their perspectives on

  PublisherDOI

• Resolving Conflict via Conversations: How Beliefs, Motives, and Expressions Shape Conflict Dynamics

  Academy of Management Proceedings · 2024-07-09

  article

  To truly bring a conflict to an end, it is important for disputants to reconcile through conversations, yet navigating the discussion of conflict is not a trivial pursuit. This symposium brings together four presentations exploring how beliefs, motives, and the way people communicate about conflicts impact conflict resolution. In the first presentation, Yeomans and colleagues offer an important advance in methods for detecting linguistic features of conflict expression. Using real conflict conversations, they show the precision of their coding manual and Natural Language Processing model in forecasting conflict dynamics and provide empirical support for conflict expression theory. In the second presentation, Chen and Chaudhry examine a novel psychological motive in conflict conversations: establishing a shared reality over relative blame. They demonstrate that whether disputants agree with the counterpart’s relative blame perception impacts how disputants respond after being blamed (i.e., apologizing or blaming). In the third presentation, Li, Batista, and Schroeder investigate how different perceptions of responsibility division arise in miscommunication. They test whether people hold speakers as more responsible than listeners, and whether people consider their counterparts to be more responsible than themselves. In the final presentation, Boland and Davidai explore how specific beliefs can lead people to avoid potentially conflictual conversations and find that people who hold zero-sum beliefs about politics are more likely to avoid political conversations. Taken together, this symposium highlights how conflict dynamics are affected by what people believe, what they want, and what they say in conversations, providing insights into actionable recommendations for conflict resolution. A Natural Language Processing Model for Conflict Expression Author: Michael Yeomans; Imperial College Business School Author: Corinne Bendersky; U. of California, Los Angeles Author: Laurie R. Weingart; Carnegie Mellon U. Author: Yeonjeong Kim; Massachusetts Institute of Technology To Blame or to Apologize? Resolving a Conflict Requires Negotiating Over a Shared Reality Author: Eva Yiyu Chen; U. of Chicago Booth School of business Author: Shereen J. Chaudhry; U. of Chicago Booth School of business Who's at Fault? Assignment of Responsibility in Miscommunication Author: Sophia Li; Haas School of Business, UC Berkeley Author: Rafael Batista; U. of Chicago Booth School of business Author: Juliana Schroeder; U. of California, Berkeley Zero-Sum Beliefs and the Avoidance of Political Conversations Author: F Katelynn Boland; Columbia Business School Author: Shai Davidai; Columbia Business School

  PublisherDOI

• Decoding Teamwork: The Computational Science of Collaboration

  Academy of Management Proceedings · 2024-07-09

  article

  The goal of this symposium is to connect theorists, methodologists, and technologists at the interdisciplinary frontier of team collaboration and conflict management studies. Specifically, this symposium weaves together technology’s dual implications on both teams and the science of teamwork. Across four original research papers, we will demonstrate that studying teams in a digital setting is more than simply a recreation of in-person interactions, but rather a rich setting for methodological innovation. These innovations, in turn, push the boundaries of our knowledge about teamwork, particularly in a world in which collaboration increasingly occurs via technology. We call this bidirectional interplay between methods and theory a

  PublisherDOI

• Manage Intrateam Conflict Through Collaboration

  2023-04-10 · 9 citations

  otherOpen access1st authorCorresponding

  Intrateam conflict occurs when team members hold discrepant views or have interpersonal incompatibilities. This is especially likely in organizational teams comprised of members from different functional areas, disciplines, or diverse backgrounds. This chapter illustrates the three fundamental steps in leveraging team conflict via collaboration. The first step is to identify the type of intrateam conflict. The second is to engage a productive collaboration strategy using effective approaches to conflict expression and conflict management. The third step is to cultivate conditions that promote collaboration strategies. Collaboration within teams must be fostered by putting the right conditions in place – creating a team-oriented environment and selecting team members who have the propensity to collaborate. The chapter also presents two case examples of team conflict to illustrate the use of collaboration in teams.

  PublisherOA PDFDOI

• Team-focused implementation strategies to improve implementation of mental health screening and referral in rural Children’s Advocacy Centers: study protocol for a pilot cluster randomized hybrid type 2 trial

  Implementation Science Communications · 2023-05-26 · 1 citations

  articleOpen access

  BACKGROUND: Children's Advocacy Centers (CACs) use multidisciplinary teams to investigate and respond to maltreatment allegations. CACs play a critical role in connecting children with mental health needs to evidence-based mental health treatment, especially in low-resourced rural areas. Standardized mental health screening and referral protocols can improve CACs' capacity to identify children with mental health needs and encourage treatment engagement. In the team-based context of CACs, teamwork quality is likely to influence implementation processes and outcomes. Implementation strategies that target teams and apply the science of team effectiveness may enhance implementation outcomes in team-based settings. METHODS: We will use Implementation Mapping to develop team-focused implementation strategies to support the implementation of the Care Process Model for Pediatric Traumatic Stress (CPM-PTS), a standardized screening and referral protocol. Team-focused strategies will integrate activities from effective team development interventions. We will pilot team-focused implementation in a cluster-randomized hybrid type 2 effectiveness-implementation trial. Four rural CACs will implement the CPM-PTS after being randomized to either team-focused implementation (n = 2 CACs) or standard implementation (n = 2 CACs). We will assess the feasibility of team-focused implementation and explore between-group differences in hypothesized team-level mechanisms of change and implementation outcomes (implementation aim). We will use a within-group pre-post design to test the effectiveness of the CPM-PTS in increasing caregivers' understanding of their child's mental health needs and caregivers' intentions to initiate mental health services (effectiveness aim). CONCLUSIONS: Targeting multidisciplinary teams is an innovative approach to improving implementation outcomes. This study will be one of the first to test team-focused implementation strategies that integrate effective team development interventions. Results will inform efforts to implement evidence-based practices in team-based service settings. TRIAL REGISTRATION: Clinicaltrials.gov, NCT05679154 . Registered on January 10, 2023.

  PublisherOA PDFDOI

Frequent coauthors

• Gergana Todorova

  California State University, Fullerton

  44 shared

• Jeanne M. Brett

  Northwestern University

  19 shared

• Matthew A. Cronin

  George Mason University

  16 shared

• Julia B. Bear

  Stony Brook University

  16 shared

• Mara Olekalns

  14 shared

• Kristin Behfar

  London Business School

  13 shared

• Karen A. Jehn

  11 shared

• Catherine H. Tinsley

  Georgetown University

  10 shared

Education

• PhD, Organizational Behavior, Kellogg School of Management

  Northwestern University

  1989

• BS, Industrial/Organizational Psychology, Psychology

  University of Illinois at Urbana-Champaign

  1984