crucial accountablity cliff notes Flashcards
1
Q
- in the book crucial accountability CPR stands for
A
content, pattern and relationship
2
Q
- a __ is the difference between what you expected and what actually happened
A
gap
3
Q
- gaps include missed commitments, disappointed expectations and __ __
A
bad behavior
4
Q
- the 1st time an infraction occurs talk about ___, what just happened
A
content (74)
5
Q
- the 2nd time an infraction occurs talk about ___ this is the second time this has happened
A
pattern (74)
6
Q
- as the problem continues, talk about ___, what’s happening to us. this a far bigger concern than either content or pattern
A
relationship (75)
7
Q
- 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)
8
Q
- 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)
9
Q
- analyzing the ___ helps you determine what is most important to discuss
A
consequences (78)
10
Q
- to decide what to confront: think CPR what does CPR stand for
A
content, pattern, and relationship (82)
11
Q
- to decide what to confront: expand the list of possible issues by considering ___ and ___
A
consequences and intent (82)
12
Q
- 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)
13
Q
- 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)
14
Q
- what are the 6 sources of influence
A
personal motivation and ability
social motivation and ability
structural motivation and ability (145)
15
Q
- ___ is when people base their actions on their individual motivation or disposition
A
personal motivation (145)
16
Q
- when looking at ____ we have 2 diagnostic questions are other motivated to what they promised? and are they able?
A
personal ability (146)
17
Q
- ____ - is the other person being influenced by peers, the boss customers, or family,
A
social motivation (148)
18
Q
- 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)
19
Q
- the impact that money, promotions job assignments, benefits, bonuses and all the other organizational rewards are having on behavior
A
structural motivation (156)
20
Q
- ___ things can often provide a bridge or a barrier
A
structural ability (157)
21
Q
- a ___ is a difference between what you expected and what actually happened
A
gap (175)
22
Q
- gaps are thought of as what
A
violated promises
broken commitments
bad behaviors (175)
23
Q
- when describing the ___: start with safety, share your path, end with a question
A
gap (184)
24
Q
- at the foundation of every successful accountability conversation lies ___
A
safety (186)
25
25. 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
unsafe (187)
26
26. its only natural that when others fell disrespected they feel unsafe and resort to either __ or ___
silence or violence (190)
27
27. 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 ___
intent (197)
28
28. 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
consequences (252)
29
29. when it comes to exploring natural consequences your primary responsibility is to help other see
consequences they are not seeing on their own (254)
30
30. ____ is introducing the social implication of a particular action, describe how a persons actions is being viewed by others
mirroring (258)
31
31. 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
safety (262)
32
32. the goal of exploring ___ is to bring to the surface the issues that make the task undesirable
consequences (266)
33
33. reminding people is the tact you take with hardworking reliable individuals who are caught in a
priority battle (268)
34
34. 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 ____
motivates (274)
35
35. when discipline falls under review the 1 st thing 3rd parties examine is ___
equity (274)
36
36. knowing what to do with an ability barrier is actually fairly simple: jointly explore the underlying ability blocks and ___ them
remove (304)
37
37. 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
prime the pump (334)
38
38. to establish a climate in which accountability conversations are built on a bedrock of trust stay ___
focused (358)
39
39. don't deal with the content of the argument until you've dealt with the ___
emotion (375)
40
40. what does AMPP stand for
ask
mirror
paraphrase
prime (380)
41
41. when people feel ___ step out of the conversation, create safety and then return
unsafe (392)
42
42. 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
who
does what
by when
follow up (WWWF) (403)
43
43. 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
what (426)
44
44. 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
if (426)
45
45. 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
gap (427)
46
46. 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
motivation and ability (427)
47
47. remember to who does what and by when and __
follow up (428)
48
describe the gap by starting with the facts and ending with a
question (436)
49
49. 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
risk (448)
50
50. read appendix a
appendix a
