Viewing All Flashcards for Week 11-15 Notes
Questions
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Diversity
Task.taskcapability of creating an effective team
Come from great people not teams.y axis performance and x axis integration. slopes down left to right
1) slopes up left to right2) looks like mountain with peak on top3) slopes down left to right4) like a bowl with a peak on the bottom
INDIVIDUALmore efficient, speed, no meetings, no discussions, clear accountability, consistent valuesGROUPmore effective, more information and knowledge, diversity of views, higher-quality decisions, increased acceptance, a communal approach typically has greater buy-in
2+ individiuals interacting and and interdependent, who come together to achieve particular objectives
But all teams but be groups
1. Security--reduce the insecurty of "standing alone"; feel stronger, fewer self doubts, and more resistant to threats2. Status--inclusino in a group viewed by outsiders as important; provides recognition and status3. Self-esteem--provides feelings of selfworth to group members, in addtiion to conveying status to outsiders4. Affiliation--fulfills social needs, enjoys regular interaction; can be primary source for fulfilling need for affiliation5. Power--what cannot be achieved individually often becomes possible; power in numbers6. Goal achievement--some tasks require more than one person; need to pool talents knowledge or power to complete the job. in such instances managment may rely on the use of a formal group
Role--"i thougth i was supposed to do that"task--nature of job relational--probs with one another
Beneficial to process==task conflictdetrimental to process==relational conflict and role conflict
Easier to freeride
1. times when groups suppresses difference-group think=tendency to come up/agree with the same thing (ash studies)-individual domination=randy example2. Times when groups amplify similarity-group shift =groups can move together to same side/idea-ideological amplification=ppl become more extreme in their ideas
Groups: share informationteams: collective performance
Work groups: neutral (and sometimes negative)work teams: postive
Groups: individualteams: individual and mutual
Groups: random and variedteams: complementary
1. outperform on tasks requring multiple skills judgment and experience2. better utilization of employee talents3.flexibility and responsiveness4. facilitate employee participation and possibly motivation, get more ppl involved
18)
A small number of ppl working thru a variety of roles w complimentary skills who are committed to a common purpose, set of performance goals, and process for which they hold themselves mutually accountablehave positive synergy over work group
Purpose: -commited to a common purpose-commited to performance goalsProcess:-ocmmited to an approach-hoold themselves mutually accountablePeople:-small number (ideally 4-9 people)-complimentary skills (technical, decision-making, and interpersonal) diversity?
Top is cohesiveness, the right is low and the left is highthe side is the alignment of group and organizational goals, the top is hiigh and the bottom is lowtop row of chart on left is STRONG INCREASE IN PRODUCTIVITY and on right is MODERATE INCREASE IN PRODUCTIVITYthe bottom row of chart on left is DECREASE IN PRODUCTIVITY and on the right is NO SIGNIFICANT EFFECT ON PRODUCTIVITY
What you expect of ppl
What you expect of ppl
It has: timelines, agenda mgmt, meeting format, conflict avoidance or mismgmt, payback unclear, poor goal setting and tracking, role of feelings not addressed, authority unclear, confidentiality, work distribution, working hours, no accountability , how many ppl do you have to get to agree to pass the idea?
Positively related to performance and does so by way of: 1) greater information sharing2) increased psychological safety (ability to share information in groups)3) decreased frequency of conflict--specifically relationship conflictWhen structure is increased, performance increases
Consider purpose, process and people (often in that order)Discipline first meetings rather than laterEstablish urgency Decision-making techniquesClear rules for behaviorSeize short-term performance opportunitiesSpend time together---lots
Starting from top.....1. inattention to results:"individual" status and results2. Avoidance of accountablilty: uncomfortable behaviors3. Lack of commitment: avoid decisions4. Fear of conflict: artificial harmony5. Absence of Trust: invulnerable
Conceal weaknesses and mistakeshesitate to ask for help or provide constructive feedbackdon't offer help to ppl outside "formal" responsibilityjump to conclusions abt the intentions and aptitudes of tothers without clarifying (FAE)fail to recognize and tap into one another's skills and experiencehold grudges and find reasons to avoid time together
Have boring meetings, create environments where politics and personal attacks thrive, fail to tap into all opinions and perspectives, waste time and energy with postruing and managing personal risk
Create ambiguity among team about direction and prioorities watch windows of opportunity close due to excessive analysis and unnecessary delaybreed lack of confidence and fear of failurerevisit discussion and decisions again and againencourage second-guessing among team members
Create resentment among team members who have dfferent performance standardsencourage mediocritymiss deadlines, meetings and key deliverablesplace an undue burden on the team leader as the sole source of discipline
Rarely defeat competitors lose achievement-oriented employees encourage team members to foster their own careers and individual goalsbecome easily distracted, stagnate, and fail to growall results are interpreted by what they mean to me
All the people except for randy were all on board for a group/team effort but randy spoiled that by wanting to do just an individual effort
Randy threw off the group dynamic of the "team"
Don't have randy present at the meetings
I think this is false. there are obviously dif circumstances that are better suited for individual efforts but it is not true for every scenario.
1. does this prob require a team? why or why not? -what performance function best describest this task? 2. how does the org strategy influence the need for a team? 3. is THIS team the right one? what would you change? -people? process? purpose?4. what specific actions need to be taken to assist this team in delivering results?
Ability to influence a group toward the achievement of goals, to do what they otherwise would not do.
Starting at top....firmleading othersleading oneself
Successful in predicting leadership EMERGENCE but not necessarily leadership success
Extroversionconscientiousnessopenness
ASSUMES PPL CAN BE TRAINED TO LEADresearched the behaviors of specific leadersprovides the basis of design for training programsexpanded to broad-based competency modelssurfaced real tensions (theories x and y)individual difs limitations of theories overall(research inconclusive regarding relationship b/w leadersthip behavior and group performance, failed to incorporate concepts such as broader situational factors differences withn specific followers and motivational frameworks)
Leaders are either employee oriented or job orienteedbehaviors associated with leadership: task oriented behavior, relationship oriented behavior, participative leadershiplatter behavior allows for focus on leading teams in addition to just individuals (OSU study)
Challenging the processinspiring a shared vision enabling others to actmodeling the wayencouraging the heart
1. contingent by situation: fiedler's leadership model, cognitive resource theory2. contingent by follower: leader-member exchange theory
Leader member relationstask structureposition power
The match b/w the leader's style and the degree to which the situation gives control and influence to the leader
People can talk, securtiy, and get critique
Purpose, autonomy, mastery
The cognitive resource theory made the assumption that stress is the enemy of rationality.He made 4 predictions: intelligence related to performance when task involves clear orders, stress keeps intell from helping decision quality, experience is related to decision quality with high stress, for simpler tasks intel and experience irrelevant
Leaders differentiate among followersdisparities are far from randomfollowers with in-group status have: hgiher performance ratings, lower turnover intentions, greater satisfaction w their superiors, higher overall satisfaction thatn those in the out-group
HYGIENE: company poliiciessupervisionworking conditionssalarysecurityMOTIVATIONAL FACTORSachievement recognitionthe work itselfresponsibilityadvancement
HYGIENE: company poliiciessupervisionworking conditionssalarysecurityMOTIVATIONAL FACTORSachievement recognitionthe work itselfresponsibilityadvancement
A dog can bbe MOVED by a biscuit but not motivated. the treat is a KITA since it inspries movement but not motivation
Emotional intelligence!!!1. self-awareeness 2. self-management 3. self-motivation 4. empathy 5. social skills
The same and different: 1. complex, competitive and always chhanging2. moving beyond mere hustle and me too strategies3. managing value priorities
The things you learn in your youth don't remeain valid and useful for the rest of lives...things change and longevity changes
Too many basic convictionsnot enough decisions about specific behaviors words and resultssaying no to real alternativespersoanal leadership insures value focus and purpose for work (integrity)doesn't keep waiting for the "ideal"
Complex, competitive, and always changing
Move beyond hustlte and me toomanage value priorities
Move beyond hustlte and me toomanage value priorities
Grow(sustainability)
1. what do i do that is unique, hard to copy and adds value over time? 2. where is there a need (or whose need) do i genuinely care about?3. how does (or mb how shoudl) the priority of my values matter long-term and short-term?
Situation task actions results
Some situations demand unique strengths and some do not. risks of committing to one core personal strength esp for mgrs.strategic focus w selective development0avoiding two extrmes
1. structural=machine, rules goals and poliicesTYRANT...taylor.2. cultural=Family, needs skills and relationshipsWEAKLING3. Political=jungle, power conflict and competitionCON-ARTIST
ASSUMPTIONS:orgs exist to achieve est goalsorder and control achieved thru org rules policies meetings and measures (blueprint)orgs work best when rationality prevailsppl operate w/in the law of entropyVALUES: (pre-occupied with..)authority and expertisecompliancecoordination and efficiencycrisis prevention (high risk situations)
Capacity to lead someeone to leadership dependence
EFFECTIVE: architects or analysts, do your homework, you tie goals directly to success, you experiment evalueate and adaptINEFFECTIVE:petty tyrants, manage by detail and aggressionregardless you get both.
ASSUMPTIONS: ppl and orgs need each other (fit)orgs exist to serve human needschange process is as imp thatn the changeguidelines are better than rulesppl want to be productive (theory y)VALUES: failurecommitmentsystems thinkingpppl and relationships
EFFECTIVE:servant or facilitatorpreoccupied with the big picopenness listening coaching and participationmake yourself accessible and visibleINEFFECTIVEweaklings or pushoversgives away leadershipregardless, you get both
STRUCTURAL: develop systems and processess, structure and staff, est plans, analyze issues, know the business, drive for results, use quantitative data, work efficientlyCULTURAL: demonstrate adaptability innovate, manage disagreements, build commitment, foster open communication, est plans, build relationshipsPOLITICAL: display business, acumen leverage networks, build relationships, analyze issues, know the business, demonstrate adaptability, develop and influence skills
Feedback (sources)advisorsbuilding trust in your ability to assessdiscern perception and realityintegration and trendsno one tool, person, model will ever summarize you anymore than one cusstomer defines any product
Customer
The greater B's dependency on A, the greater the power A has over B
1. important2. scarce3. nonsubstitutable
1CAPACITY that A has to influence the behavior of B so tht B does something he or she would not otherwise do2The POTENTIAL ABILITY TO INFLUENCE behavior, to change the course of events, to overcome resistance, and to get ppl to do things they otherwise would not do
1. power is required to create change and unavoidable given someone must possess resources2. power over resources can be appraoched as an owner or a steward3. ppl with a dependency on those in power are made in God's image (rights and responsiblities)4. mgrs must increasiingly become more effective at the use of power (and politics)5. Learning about power can tempt us to disconnect it from God (power corrupts and absolute power...) corrupts absolutely
INDIVIDUAL WHO ARE:are authoritariancreate high-risk situationsseek powerdesire statusseek autonomyhave an external locus of controlORGANIZATIONS THAT HAVE:low trustrole ambiguityunclear performance evaluation systemszero=sum reward allocation practicesdemocratic decision makinghigh pressures for performance
1. bc they control valued or needed resources...they have more POWER2. because they are moer effective at exerting INFORMAL INFLUENCE (politics)3. Because they are better at reading and navigating orgs (politically savvy)
-the organiztion is an arena with NO FORMAL RULES-coalititons with enduring difs and DEPENDINCEIS-an ORG IS A TOOL used by those who control it-preoccupied with POWER AND INFLUENCE-effectiveness means you'll be seen as a Negotiator, an Advocate, or a Networker-Ineffectiveness means you'll be seen as a ConArtist who manipulates for selfish gain
Position, allies/resources, reputation, performance, personal characteristics
BOTTOM LEVEL:Personal Charactersistics (attractiveness, managing relationships, self awareness, org awareness, energy, focus, submerged ego..tells who you are) Performance (recognized, leveraged, sustained)BOTTOM MIDDLE:ReputationTOP MIDDLE:allies/resources (breadth and depth resource dependencies...imporatnat scarce and nonsubstitutable)TOP:Position (centrality, criticality, visibility)
HARD/PUSHreasonemotional pressure (assertiveness)social pressure (coalition)incentivesSOFT/PULLbargainingemotional appeal (symbolic action)social proof (coalition)rapporttimingframing (carly did tthis in the q's she asked the ppl)
Social pressurebargainingemo appealframingrapport
1. perceptions of org politics are negatively related to job satisfaction2. political behaviro seems to lead to increased job anxiety and stress3. also leads to self reported decliones in employee performance
1. is the political action motivated by self-serving interess to the exclusino of the org's goals?2. does the political action respect the rights of the individuals affected?3. is the political activitiy fair and equitable?
88)
Making choices from among two or more viable and comparable alternatives
1. define the problem2. identify the decision criteria3. weight the criteria4. generate alternatives5. rate each alternative on each criterion6. compute the optimal decision
1. problem clarity2. known options3. certainty of outcome probability (i think this iwll lead to tihs kind of job...)4. clear preferences (with clear weightings)5. constant preferences/constatn weightings6. no time or cost constraints7. maximum payoff as goal
1. wants and needs can bias decisions2. get complete data--"confirmation trap"3. initial choices influence next decisions4. framing a problem influences decision
Herb simon....due to the limited capacity of the mind to be fully rational; decision makers construct simplified models to extract the essential features from complex problems
Herb simon....due to the limited capacity of the mind to be fully rational; decision makers construct simplified models to extract the essential features from complex problems
Limited list of criteria based on most conspicuous choicesfinal solution represents a SATISFICING choice, not an optimum one
95)
First acceptable choice
Anchoring biasstatus quo biasconfirmation biasframing bias (gains, losses, reference)sunk cost estimating/forecasting bias (overconfidence, prudence, recallability)hindsight bias
-high level of uncertainty-little precedent to draw on-less scientifically predictable-when "facts" and data are limited-time limits and pressure-when there are several plausible alternative solutions from which to choose-when choice-reversal is a possibility
A) PRE-CONVENTIONAL1. sticking to rules to avoid physical punsishment2. following rules only when it is in your immediate interestB) CONVENTIONAL3. living up to what is expected by people close to you4. maintaining conventional order by fulfilling obligations to which you have agreedC) PRINCIPLED5. valuing rights of others; upholding non-relative values and rights regardless of the majority's opinion6. following self-chosen ethical principles, even if they violate the law
1. performance evaluation2. reward systems3. formal regulations4. system-imposed time constraints5. historical precedents
1. harm/care --formed by evolution as mammals as attracted to a system and ability to feel others pain2. fairness/reciprocity3. ingroup/loyalty4. authority/respect5. purity/sanctity--lead to feelings and moral outrage
1. when you can, be rational2. be aware of your biases and organizational constraints3. be cear early about your goals and especially your values4. combine rational analysis with intuition when appropriate 5. always reframe and let others play devil's advocate
1. macro2. micro
-two or more distinct parties-parties have differing positions or interests-parties share a desire to reach agreeement-voluntary sharing of one or more specific resources, or the resolution of intangibles
Goal:-d=get as much of pie as possilble -i=expand the pieMotivation: -d=win-lose-i=win-winFocus:-d=positions-i=interestsInformation Sharing:-d=low-i=highDuration of Relationships-d=shortterm-i=longterm
1. solve the other party's problem2. keep price in perspective3. seek (un) common interests
Their own reasons (not yours)
It caught even the faintest hint of a leak...businesses diddn't want it tho bc then would have to fix even ones that werent illegal
It caught even the faintest hint of a leak...businesses diddn't want it tho bc then would have to fix even ones that werent illegal
-selfserving bias-fundamental attribution error-partisan perceptions (vilifying the opposition) -selffulfilling prophecies
Humility and fairness
-don't put the relationship at risk especiially if long term -be explicit about the SOCIAL CONTRACT, process and implementatino mindset-avoid reverse Midas touch (or you'll create pure price)-explore the full set of players
Last resortstart
Charitygreed
114)
The explicit discussion points on the table
115)
Where each party stands on an issue
116)
Underlying concerns affected by a resolution
117)
A win-win outcome where mutual interests are often satisfied concurrently
Seek joint problem-solving beyond incompatible positions focusing on interests
Prudencepatience
Photo card
-you get a bad deal but you aren't able to walk away from it-the deal is ok, but you leave someting of value on the table-you wakl away from a good deal and you may not even know it-both parties failed to see a better deal for everyone than the one that was accepted
Decision biases (ex-anchoring)mood and personality (ex-extraversion)gender difsbeyond collaboration: structural and personal failurethe role of conflictdif styles for dif situations
-some disputes require a winner and a loser-negotiations are initiated too early or too late-there is no mutually satisfactory option available-one or both parties are not really there to negotiate-imbalance of power
Poor preparationdislike and distrustlow aspirationsunrealisticfailure to listeninability to work well with othersimpatient
Type of conflict:l/n-dysfunctionalo-functionalh-dysfunctionalUnit's Internal Characteristics:l/n- apathetic stagnant nonresplonsive to change, lack of new ideas
Type of conflict:l/n-dysfunctionalo-functionalh-dysfunctionalUnit's Internal Characteristics:l/n- apathetic stagnant nonresplonsive to change, lack of new ideas
Type of conflict:l/n-dysfunctionalo-functionalh-dysfunctionalUnit's Internal Characteristics:l/n- apathetic stagnant nonresplonsive to change, lack of new ideas
Type of conflict:l/n-dysfunctionalo-functionalh-dysfunctionalUnit's Internal Characteristics:l/n- apathetic stagnant nonresplonsive to change, lack of new ideas
Type of conflict:l/n-dysfunctionalo-functionalh-dysfunctionalUnit's Internal Characteristics:l/n- apathetic stagnant nonresplonsive to change, lack of new ideas
Type of conflict:l/n-dysfunctionalo-functionalh-dysfunctionalUnit's Internal Characteristics:l/n- apathetic stagnant nonresplonsive to change, lack of new ideas
Type of conflict:l/n-dysfunctionalo-functionalh-dysfunctionalUnit's Internal Characteristics:l/n- apathetic stagnant nonresplonsive to change, lack of new ideas
Type of conflict:l/n-dysfunctionalo-functionalh-dysfunctionalUnit's Internal Characteristics:l/n- apathetic stagnant nonresplonsive to change, lack of new ideas
Type of conflict:l/n-dysfunctionalo-functionalh-dysfunctionalUnit's Internal Characteristics:l/n- apathetic stagnant nonresplonsive to change, lack of new ideaso-viable, selfcritical, innovativeh-disruptive, chaotic, uncooperativeUnit Performance Outcome: l/n-lowo-high h-low
Competingcompromisingavoidingcollaboratingaccommodating
Solve the party's problemkeep price in perspectivefocus on interests to see common groundvirtues and values lead to long term business
Social environmental and ecnomic problems
Social environmental and ecnomic problems
Social environmental and ecnomic problems
Social environmental and ecnomic problems
Social environmental and ecnomic problems
Social environmental and ecnomic problems
Social environmental and ecnomic problems
Businesses remain prosperous as community suffersBusinesses embrace ‘corporate responsibility”
Implication: Failure to consider alternative models of capitalism (i.e.shared value) instead of typical neoclassical thinking prevents thisbroader gain
Implication: Profits that create societal value are ‘higher’ than profitsthat destroy societal value.
Implication: Value creating activities are not (ALWAYS) constraints on organizational Value Creation
Implication: Value creating activities are not (ALWAYS) constraints on organizational Value Creation
Shared valueprofit per se
Competitivenesseconomicsocialsocietal economic promise
Fair trade coffee: motivated by contributing to society. the method is they pay farmers a higher wage for the same crop, redistribution of wealth...10-20% outcome difShared Value Practices: motivated by contributing to society and self-interest. the method is they change growing practices and develop clusters...300% outccome dif