Brainscape's Knowledge GenomeTM

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


See full index

Teamwork & Leadership > Final Exam > Flashcards

Final Exam Flashcards

0
Q

The collective mind

A

The ability to access and use distributed expertise efficiently

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
1
Q

What is organizational psychology?

A

Focuses on the task as central to understanding the dynamics of teamwork. The task sets minimum requirements for the resource pool.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Team climate

A

The overall objective, mission, or strategic imperative of the group

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

Emotional contagion

A

Spread of emotions from person to person

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Sad moods

A
  • more likely to generate arguments that are persuasive and well thought out
  • sad moods help people think in a more bottom-up, systematic manner
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Happy mood

A
  • generate creative and original arguments

- come up with more arguments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Principles of emotional intelligence

A
  1. Emotion is information
  2. We can try to ignore emotion, but it doesn’t work
  3. We can try to hide emotions, but we are not as good at it as we think
  4. Decisions must incorporate emotion to be effective.
  5. Emotions follow logical patterns
  6. Emotional universals exist, but so do specifics.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Emotional reappraisal

A

We look at the issues but attempt to reframe them in a more constructive / adaptive way

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Emotional labor

A

Employees are taught to suppress their feelings and put on a happy face.

Surface acting - feel one way but don’t show how you are feeling

Deep acting - try to change current feeling to match desired feeling

Linked to performance burnout and turnover

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Normalizing emotion

A

We do not show strong emotions or emotions that the organization deems inappropriate

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

Positive emotions

A

Open us up to our environment for exploration and discovery

  • broaden and build - expand our thinking, help generate new ideas, and encourage us to consider possibilities
  • promote social bonds
  • inoculate against negative events
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Negative emotions

A
  • clearer focus
  • motivate more efficient search for errors

Tend to be experienced more strongly than positive emotions

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Emotional display rules

A

Hidden knowledge - we are aware of it, but not sure how we acquired it.

Our society/culture teach us when it’s ok to show how we feel and when it’s not.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Secondary emotions

A

Self conscious emotions

Unlike basic emotions, these have a strong social or cultural component

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Abilene paradox

A

Team members pursue course of action that is in contradiction to what they really want to do. They fail to communicate their beliefs and just go along with the group.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Self censorship

A

Rather than rock the boat, stop making efforts to think critically.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Self limiting behavior

A

Abilene paradox
Self censorship
Social loafers / free riders

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Why team members self limit

A
  1. Presence of someone with expertise
  2. Presentation of a compelling argument
  3. Lack of confidence in one’s ability to contribute
  4. An unimportant/meaningless decision
  5. Pressure from others to conform to team’s decision
  6. Dysfunctional decision-making climate (believe that other team members are frustrated, indifferent, disorganized, or unwilling to commit to a decision)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

To prevent self limiting - before the meeting begins

A
  • choose right mix and number of team members

- frame the team decision task appropriately

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

To prevent self-limiting - during the meeting

A
  • set the tone of the meeting early
  • monitor the process (second chance meeting)
  • encourage self management by team members
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

To prevent self limiting - after the meeting

A
  • provide feedback as to the final outcome and rationale.

- praise individual and group accomplishments

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Lessons from Sports Teams

A
  1. Integrate cooperation and competition
  2. Orchestrate some early wins
  3. Break out of losing streaks
  4. Carve out time for practice
  5. Call half time
  6. Keep team membership stable
  7. Study the game video
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Caveats to sports team analogy

A
  1. Choose right sports team as a model
  2. Don’t confuse coaching with managing
  3. Build bridges, not boundaries
  4. Don’t assume winning is the only thing
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Reflexive loop

A

Our beliefs influence what data we select next time

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
24
Q

Used of the ladder of inference

A
  • reflection - become more aware of your own thinking and reasoning
  • advocacy - make your thinking and reasoning more visible to others
  • inquiry - inquire into others thinking and reasoning
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
25
Q

Persuasive techniques

A 
Liking
Reciprocity
Social proof
Consistency (active, public, voluntary)
Authority 
Scarcity
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
26
Q

Adaptability

A

Selecting, crafting, stretching

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
27
Q

Personality traits

A

Habitual patterns of thinking, feeling, acting

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
28
Q

Big 5

A 
Extraversion
Emotional stability
Agreeableness
Openness
Conscientiousness
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
29
Q

Transactional

A

Create context for employee and organizational success.
Set goals, clarify expectations, give feedback, provide rewards.
Useful for business as usual.
Take actions to correct problems.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
30
Q

Transformational

A

Inspirational motivation, intellectual stimulation, individualized consideration, idealized influence

Critical in times of crisis, threat, opportunity.

31
Q

Culture

A

A system of shared values (defining what is important) and norm (defining appropriate attitudes and behaviors).

Must be strategically relevant, strong, and must contain norms/values that promote innovation and change.

32
Q

Strong culture

A

High levels of agreement among employees about what’s valued.

High levels of intensity about these values.

33
Q

Tools to manage/change culture

A
  • Recruit/select people for culture fit.
  • Socialization and training (acquire cultural knowledge and bond)
  • Reward system
34
Q

Hypocrisy attribution dynamic

A

Emphasizing cultural values gives us high standards to judge others. We become attentive to possible violations.

35
Q

Actor observer bias

A

Tendency to explain one’s own behaviors generously and others’ behavior unsympathetically

36
Q

3 Cs of culture

A

Clear
Consistent
Comprehensive

37
Q

Key leadership behaviors

A
  • setting direction
  • aligning and motivating others
  • setting strategy
  • coaching others to implement strategy
  • shaping the organizational culture
38
Q

Knowing-doing gap

A

We know what we should do but we don’t do it

39
Q

Key teamwork behaviors

A
  • assigning, completing, and coordinating tasks
  • providing performance feedback
  • giving help and sharing information
  • adapting to change
  • focusing on shared goals
40
Q

Foundations of teamwork and leadership

A
  • emotional intelligence
  • group decision-making
  • negotiating with others
  • difficult conversations
  • group dynamics
  • social influence
  • leading change and culture
41
Q

Emotional operative

A

Leader has to understand all of the emotions in the room

42
Q

Why pay attention to emotions

A
  • emotions drive thinking
  • emotions motivate
  • emotions communicate
43
Q

How we read emotions

A

7% spoken words
55% facial expression / body language
38% tone of voice

44
Q

Amygdala hijacking

A

Emotional response from people which are immediate/ overwhelming. Person can react irrationally and destructively.

45
Q

Cognitive reappraisal

A

Have thoughts intervene before emotions lead to behaviors. We can exercise self control to overcome instinct.

46
Q

Types of interdependence

A

Pooled
Sequential
Reciprocal

47
Q

Abilene paradox

A

Groups often agree to a course of action that none of them wants because each member assumes the others want it

48
Q

Groupthink

A

Overconfidence often leads groups to experience a deterioration of mental efficiency, reality testing, and moral judgments

49
Q

Group polarization

A

Group judgments are often more extreme than the sum of the judgments of individual members

50
Q

Common knowledge effect

A

Collaborators tend to discuss what everyone already knows instead of their unique info

51
Q

Redundant info guides decisions

A

Information held by more members before team discussion has more influence on team judgments than info held by fewer members

52
Q

How to improve info sharing

A
  • structure the process (information gatherer, discuss pros and cons of each option before disclosing preferences)
  • engage in advocacy - make a consistent case for minority opinion as it forces divergent thinking
  • engage in inquiry - unearth the silent minority and direct attention to unshared knowledge
53
Q

Problems with large teams

A

Each new person adds many new relationships so info sharing is more difficult.

Motivation / accountability - people free ride

54
Q

Ideal team composition

A

4-7 (5.5)
External connections outside team (can have smaller team bc get info from their networks. Diversify info for the team bc can have scout go get info)

55
Q

Ambassador

A

Focus on getting political capital

56
Q

Reactive devaluation

A

When you underperform on a metric, you then decide that metric isn’t very important

57
Q

Creative abrasion

A

One person has a thought, then the next person takes that and had another thought to build on it.

58
Q

Problems with group brainstorming

A
  • production blocking - not everyone can say what they want to say and ppl may wave white flag
  • evaluation apprehension - don’t want to look like an idiot (stifle most creative ideas)
  • conformity - want to run with a good idea
59
Q

Brain writing

A

Individuals generate ideas independently and submit anonymously. Discuss as a group.

60
Q

Team effectiveness defined

A
  • performance - output meets quantity/quality standards
  • development and well being - involve my contributes to growth/satisfaction of members
  • viability - team retains ability to work together in the future
61
Q

Conflict resolution

A

Bases of power - reward, coercive, legitimate, informational, expert, referent

Fairness norms - equity, equality, need

62
Q

Ladder of inference

A 
Actions
Beliefs
Conclusions
Assumptions
Selected data
Observable data
63
Q

Confirmation bias

A

The beliefs I hold affect the data I select

64
Q

Types of conflict

A

Relationship
Task
Procedural

65
Q

Extraversion

A

Center of attention, sensation seeking

Optimal levels of neocortical arousal

66
Q

Conscientiousness

A

Dependability, achieve goals, dedication

67
Q

Agreeableness

A

Promoting harmony

68
Q

Espoused

A

What people say is important

69
Q

Enacted

A

What is actually important

70
Q

Org culture triangle

A

Artifacts and practices (verbal, physical, norms and rules of conduct)
Espoused values and enacted values
Basic underlying assumptions (habits of perception, taken for granted assumptions)

71
Q

Values

A

Distinctive
Central
Lasting / enduring

72
Q

Problems with too many values

A
  • attention gets diffused (diff ppl focus on diff values)
  • ppl start to interpret the same value in different ways.

Best to have about 3 values

73
Q

Characteristics of strong cultures

A
  • ability to attract / retain employees
  • high motivation to achieve the vision
  • uniquely skilled and talented individuals
  • feelings of fit and cohesion
  • homogeneity and groupthink
74
Q

Why cultures matter in JVs and mergers

A
  • mergers tend to emphasize quantifiable issues
  • in group / out group biased lead to conflict
  • culture is resistant to change

Teamwork & Leadership (1 decks)

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