Lindsley cameron biography samples

Lindsey D. Cameron

The Wharton School, University of Pennsylvania

“Lindsey teaches in the MBA core – human and social capital – and receives great ratings. She experiments with new ways to present material, incorporating storytelling and improv. Her research, on how algorithmic management and the gig economy affect lower-paid workers, is award-winning. She goes deep into her research  – she drove for Uber for three years! Next year she will be visiting the Institute of Advanced Studies in Princeton, the intellectual home of  Einstein.  Fun fact, she wrote a two-volume book about her African-American family history.” – Wharton dean’s office

Lindsey D. Cameron, 39, is an assistant professor of management at The Wharton School at the University of Pennsylvania. 

Cameron went to college at age 15 and taught her first college class at 16, guest lecturing to a graduate class on thermodynamics which she studied as an undergraduate. She is a faculty fellow at the Data and Society Research Institute.

Her research focuses on how algorithmic management is changing the modern workplace, especially individual’s behaviors at work. Her work has been published in leading academic journals including Organization Science, Journal of Applied Psychology, Organizational Behavior and Human Decision Process, and Annual ReviewofOrganizational Psychology and Organizational Behavior. Her research has also been mentioned in numerous media outlets including Bloomberg, NPR’s Marketplace, Fast Company, the World Economic Forum, CNBC, Forbes, The Skim, and Inc. She is the winner of eight best paper awards.

Cameron spent more than a decade in the U.S. intelligence and diplomatic communities as a technical and political analyst and completed several overseas assignments in the Middle East, Africa, and Europe. 

BACKGROUND

At current institution since what year?  2019

Education: 

• Ph.D., University of Michigan 
• M.S., George Washington University
• S.B., Harvar

Reduced stress. Increased awareness. More focus on the present. The benefits of mindfulness are well known by now, following the proliferation of corporate mindfulness training programmes in the past decade. Rooted in Buddhism and embraced by office workers, soldiers and athletes, mindfulness has been widely studied for its benefits on a person’s mind and emotions. Increasingly, researchers also find that developing a non-judgemental awareness of the present boosts empathy and other-focused perspectives, leading to more behaviours that benefit the people around you.

Those findings, however, have limited implications for the workplace as they are based on up to 12 weeks of training aimed at cultivating mindfulness as a personality trait. Not everyone has the time or resources to be away from work and family that long.

Our latest paper, “Helping People by Being in the Present: Mindfulness Increases Prosocial Behaviour”, looks at temporary or state mindfulness that one can easily practice at work. In five experiments involving diverse samples of office workers and business school students in North America, Europe and Asia, we found that such as helping a co-worker or donating money to someone in financial distress.

More mindful, more helpful

We conducted our first experiment among 146 employees of a large US insurance company. The participants were randomly assigned to the mindfulness group or a control group. Over five work-day mornings, the former group engaged in breath practice by listening to a seven-minute audio recording that induced mindfulness. The control group received no intervention. All participants completed afternoon surveys on their prosocial behaviour at work, such as teaching a co-worker something new. Those in the mindfulness condition reported significantly higher levels of helping behaviour than control participants.

The second experiment was similar to the first, exc

Lindsley Cameron came to work at The New Yorker in August of 1985. She had left a job at a marketing agency and taken a cut in pay to work in the typing pool. She was there for only a day or two before moving to foundry proofreading, the last step before a piece goes to press. She had the distinction of having Lu Burke, the fearsome proofreader who rode herd on the copy department, throw a volume of Fowler’s at her. Later, she answered reader mail under a name of her own devising: Owen Ketherry, an anagram of The New Yorker. Lindsley took over as query proofreader of fiction and cartoon captions when Lu Burke retired (they had become friends). She was as familiar as anyone with the New Yorker stylebook, and once organized a game where people on the staff chose a letter of the alphabet and wrote a story using all the words in the word list that began with that letter. The compilation was titled, after an entry in the stylebook, “Sophiegimbel.”

We came to learn much about Lindsley over the years. She had been adopted, as a toddler, by a society couple and installed with a nanny on the Upper East Side. The couple adopted another girl, a younger sister for her, but when they found out that she had cerebral palsy they sent her back. Lindsley was always afraid of being sent back. She was bookish, and her father got mad at her one summer on Nantucket for wanting to stay inside and read rather than swim and sail at the country club. Her society upbringing left a mark: she was invariably punctual, well dressed and impeccably groomed, and she always wrote thank-you notes. She felt daring if she was seen on the street without gloves.

After boarding school, she went to Bennington, and a few months shy of graduation, in 1969, she eloped with one of her professors, at the risk of being disinherited. She and her husband and stepson lived in England, Japan, and Wisconsin, where she worked as a seamstress. She left the marriage and returned