Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

ocs 2013 > crucial accountablity cliff notes > Flashcards

crucial accountablity cliff notes Flashcards

1
Q
  1. in the book crucial accountability CPR stands for
A

content, pattern and relationship

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q
  1. a __ is the difference between what you expected and what actually happened
A

gap

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q
  1. gaps include missed commitments, disappointed expectations and __ __
A

bad behavior

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q
  1. the 1st time an infraction occurs talk about ___, what just happened
A

content (74)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q
  1. the 2nd time an infraction occurs talk about ___ this is the second time this has happened
A

pattern (74)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q
  1. as the problem continues, talk about ___, what’s happening to us. this a far bigger concern than either content or pattern
A

relationship (75)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q
  1. to understand various kinds of content pattern and relationship issues that routinely pop up during accountability coversations, consider the following two factors ___ and ___
A

consequences and intenitions (76)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q
  1. to understand various kinds of content pattern and relationship issues that routinely pop up during accountability coversations, consider the following two factors consequences and intentions. each provides a distinct method for first unbundling and then placing a priority on violated ____
A

expectations (77)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q
  1. analyzing the ___ helps you determine what is most important to discuss
A

consequences (78)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q
  1. to decide what to confront: think CPR what does CPR stand for
A

content, pattern, and relationship (82)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q
  1. to decide what to confront: expand the list of possible issues by considering ___ and ___
A

consequences and intent (82)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q
  1. to decide what to confront: choose from the list by asking what you do and don’t want: for yourself, others and the ____
A

relationship (83)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q
  1. to diagnose whether youre clamming up when you should be speaking up ask the following for questions what are they
A

Am I acting out my concerns
is my conscience nagging me
am I choosing certainty of silence over risk of speaking
am I telling myself that Im helpless (90)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q
  1. what are the 6 sources of influence
A

personal motivation and ability
social motivation and ability
structural motivation and ability (145)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q
  1. ___ is when people base their actions on their individual motivation or disposition
A

personal motivation (145)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q
  1. when looking at ____ we have 2 diagnostic questions are other motivated to what they promised? and are they able?
A

personal ability (146)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q
  1. ____ - is the other person being influenced by peers, the boss customers, or family,
A

social motivation (148)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q
  1. what is the following, for you to complete your job your coworkers have to provide you with help tools materials and sometimes even permission
A

social ability (150)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q
  1. the impact that money, promotions job assignments, benefits, bonuses and all the other organizational rewards are having on behavior
A

structural motivation (156)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q
  1. ___ things can often provide a bridge or a barrier
A

structural ability (157)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q
  1. a ___ is a difference between what you expected and what actually happened
A

gap (175)

22
Q
  1. gaps are thought of as what
A

violated promises
broken commitments
bad behaviors (175)

23
Q
  1. when describing the ___: start with safety, share your path, end with a question
A

gap (184)

24
Q
  1. at the foundation of every successful accountability conversation lies ___
A

safety (186)

25
Q
  1. when people believe on the flowing it make them feel ____
    you don’t respect them as a human beings
    you dont care about their goals
A

unsafe (187)

26
Q
  1. its only natural that when others fell disrespected they feel unsafe and resort to either __ or ___
A

silence or violence (190)

27
Q
  1. when an accountability conversation turns ugly, with greater intensity and speed than you ever imagined its usally because others misunderstand not your content but your ___
A

intent (197)

28
Q
  1. savvy leaders recognize that they could propel people to action by using their leadership authority or offering perks. they also know that within the 3 domains personal, social, and structural, there are other factors that are far better motivators, that propel action without the leader pulling strings and making threats, they are natural ___ associated with any behavior
A

consequences (252)

29
Q
  1. when it comes to exploring natural consequences your primary responsibility is to help other see
A

consequences they are not seeing on their own (254)

30
Q
  1. ____ is introducing the social implication of a particular action, describe how a persons actions is being viewed by others
A

mirroring (258)

31
Q
  1. if you notice that other appear nervous step out of the conversation and restore ____ by explaining your positive intentions. explain that your goal is to solve an important problem
A

safety (262)

32
Q
  1. the goal of exploring ___ is to bring to the surface the issues that make the task undesirable
A

consequences (266)

33
Q
  1. reminding people is the tact you take with hardworking reliable individuals who are caught in a
A

priority battle (268)

34
Q
  1. as you explain what will happen as a result of the infraction cover what will happen if the person des the same thing again. explaining the next level of consequences informs and ____
A

motivates (274)

35
Q
  1. when discipline falls under review the 1 st thing 3rd parties examine is ___
A

equity (274)

36
Q
  1. knowing what to do with an ability barrier is actually fairly simple: jointly explore the underlying ability blocks and ___ them
A

remove (304)

37
Q
  1. one of the best ways to assure others that youre not going to get angry when you learn the root cause is to ____ or take your best guess at possible causes without looking stressed, miffed or judgmental
A

prime the pump (334)

38
Q
  1. to establish a climate in which accountability conversations are built on a bedrock of trust stay ___
A

focused (358)

39
Q
  1. don’t deal with the content of the argument until you’ve dealt with the ___
A

emotion (375)

40
Q
  1. what does AMPP stand for
A

ask
mirror
paraphrase
prime (380)

41
Q
  1. when people feel ___ step out of the conversation, create safety and then return
A

unsafe (392)

42
Q
  1. the key to making a complete and clear plan free from all assumptions is to make sure to include 4 key components what are they
A

who
does what
by when
follow up (WWWF) (403)

43
Q
  1. during this part of the process ask your self what you really want. you can talk about content, the pattern, or the relationship. to stay focused ask what you really want
A

what (426)

44
Q
  1. during this part of the process are you talking yourself out of a accountability conversation. don’t let fear substitute for reason. think carefully not just about the risks of having the conversation but also about the risk of not having it
A

if (426)

45
Q
  1. make it safe by starting with the facts and describing the ___ between what was expected and what was observed. tentatively share your story only after you have shared your facts. end with a question to help diagnose
A

gap (427)

46
Q
  1. after you’ve paused to diagnose listen for ___. remember you rarely need power in fact it puts you at risk. to do that explore the 6 sources of influence. remember to consider social and structural sources of influence
A

motivation and ability (427)

47
Q
  1. remember to who does what and by when and __
A

follow up (428)

48
Q

describe the gap by starting with the facts and ending with a

A

question (436)

49
Q
  1. when you move from thinking to talking by discreetly and calmly describing the gap. this is the 1st time youre exposing yourself to any _ whatsoever
A

risk (448)

50
Q
  1. read appendix a
A

appendix a

ocs 2013 (55 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions