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GSBA 542 - Fall 2023 > Lectures > Flashcards

Lectures Flashcards

1
Q

What are the top skills sought when hiring a Business Analytics Professional?

A
  • Strong Communication
  • Curiosity (Inquisitiveness)
  • Problem Solving (Results Orientation)
  • Analytical Person
  • Visual Thinker
  • Both Detail-Oriented and Big-Picture Thinker
  • Computer Languages
  • SQL and Databases
  • Microsoft Excel
  • Documents and Presentation
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1
Q

What are the gateway skills for Business Analytics / Data Science?

A

ANALYTICAL THINKING: Ability to break down complex problems, and analyze data

QUANTITATIVE ANALYSIS: Proficiency in statistical analysis and mathematics

DATA MANAGEMENT: Understanding of data structures, databases, and data cleaning

TECHNOLOGY PROFICIENCY: Familiarity with Excel, SQL, Tableau, PowerBI, Python, R

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2
Q

What are differentiating skills for Business Analytics / Data Science?

A

COMMUNICATION SKILLS:
- Working COLLABORATIVELY in diverse teams, to build and translate complex data into action
- Being able to INFLUENCE, LISTEN, DRIVE RESULTS
- Strong INTERPERSONAL capabilities and EQ

DOMAIN KNOWLEDGE: Understanding the specific industry or business domain

PROBLEM-SOLVING and CREATIVITY:
- Thinking critically
- Approaching from different angles
- Proposing innovative solutions

CONTINUOUS LEARNING: Keeping up with evolving tools, techniques, and industry trends, to stay relevant and to bring fresh perspectives

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3
Q

What is the importance of having friendships?

A
  • Reduced stress
  • Resilience and growth
  • Enhanced personal development
  • Increased life satisfaction
  • Improved job/internship potential
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4
Q

What “intrudes” the communication process?

A

FILTERS impact perceptions, eg. language, culture, accents, context.

As well, there is NOISE (internal/external/physiological).

These occur during message delivery.

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5
Q

What are the steps in the communication process?

A
  1. Communicator/Sender, who comes from a particular culture/background, has distinct personal experience, and individual motives
  2. Message Delivery, through a channel, leading to response/feedback
  3. Audience/Receiver, each with their particular cultures/backgrounds, personal experiences, and motives
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6
Q

What is cognitive capacity? How does it affect communication?

A
  • The brain is like a computer, it processes a cognitive load, and has a cognitive capacity
  • The brain is very poor at multi-tasking
    • In fact, it is actually switching
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7
Q

How does the level of shyness/outgoingness affect how comfortable one is with networking?

A
  • Shyness is the tendency to feel awkward, worried, or tense during social encounters, especially with unfamiliar people
  • People may have physical symptoms, worries about how others view them, and a tendency to withdraw from social interactions
  • Most people feel shy, at least occasionally
  • Leads to fear of negative evaluation, and a resulting tendency toward avoidance
  • This is an inborn trait that one can alter
  • Parental response can either exacerbate or buffer
  • Barriers can be overcome, through encouragement and development of skill through experience
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8
Q

How does the level of introversion/extroversion affect how comfortable one is with networking?

A

This determines where you get your energy.

  1. Introverts become more easily overstimulated, and need time along to regain energy after spending time with people
  2. Extroverts have a need for stimulation, they recharge by spending time with others, and may feel depleted after spending too much time alone
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9
Q

Is extroversion/introversion a binary variable?

A

E/I is often seen as a kind of continuum, with “ambiverts” falling somewhere in the middle of this continuum.

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10
Q

According to Amy Cuddy, what are the two trait dimensions from which we form impressions of others? Which comes first?

A
  1. Degree of WARMTH (trustworthiness)
  2. Degree of COMPETENCY (respect)

Warmth/Trustworthiness is the most important factor in how others evaluate you, while competence is only assessed after trust is established.

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11
Q

How should you answer the “Tell me about yourself” question?

A
  1. Smile/Warmth First
  2. Share Name
  3. Frame/Position: “I am a Business Analytics Professional with… [add background]”
  4. Share your Passion/Interest in BA? Share your Why.
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12
Q

What statistics support the statement that networking is an opportunity?

A
  • According to HubSpot, 85% of US jobs are filled through networking
  • According to LinkedIn, 70% of professionals hired had a connection at their company
  • According to CNBC, 70% of jobs are never published publicly
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13
Q

How are strong networks built?

A

On MUTUALLY BENEFICIAL RELATIONSHIPS where both parties benefit.

95% is just showing up!

As you get to know someone, you understand where your value lies, and they become willing to help you.

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14
Q

What is “real” networking?

A

Networking is about learning, growing, curiosity, and building connections and friendships.

Networking is interesting, fun, and how you learn!

Connect, Collaborate, Create!

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15
Q

How does real productivity come about?

A
  • Comes from prioritization
    • A woodcutter was once asked, “What would you do if you had just five minutes to chop down a tree?
      • He answered: “I would spend the first two and a half minutes sharpening my axe
  • It is in the right tasks
    • Productivity is NOT just about the efficiency of completing the tasks, nor how many tasks are done, nor how quickly tasks are done
    • It is about getting the right tasks done, the important things done consistently ⇒ This creates long-term value
  • It is about working smarter (not harder)
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16
Q

How does self-concept affect growth?

A
  • Deeper growth requires a change in self-concept, and such growth in self-concept is at the heart of a real manager/leader development effort
  • Growing leaders change because:
    • They want to
    • They have to, in response to new insights and understandings gained
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17
Q

What are the three steps to achieving growth?

A
  1. Self Examination
  2. Self Expectation
  3. Self Direction
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18
Q

According to Monster 2022/2023 Global Report, what are the Top Factors That Make Candidates Stand Out?

A
  1. Interview Presence
  2. Internship / Relevant Work Experience
  3. Skills Match
  4. Any Prior Work Experience
  5. Culture Fit
  6. Experience with Tech / Platforms
  7. Leadership Experience
  8. College / University Degree
  9. Social Media Presence
  10. Volunteer Experience
  11. Willingness to Take Lower Pay
  12. GPA / Grades
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19
Q

What are the four zones leading to growth?

A
  1. Comfort Zone: Feeling safe and in control
  2. Fear Zone:
    - Finding excuses
    - Lacking self-confidence
    - Being affected by others’ opinions
  3. Learning Zone:
    - Dealing with problems and challenges
    - Acquiring new skills
    - Extending your comfort zone
  4. Growth Zone:
    - Finding purpose
    - Living dreams
    - Setting new goals
    - Conquering objectives
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20
Q

What are the four fundamental leader competencies?

A
  • Self-awareness
  • Learning Agility
  • Influence
  • Communication
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21
Q

What is self-awareness?

A

Understanding your strengths and weaknesses

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22
Q

Why is self-awareness critical?

A

It is critical for ongoing and long-term effectiveness as a leader

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23
Q

What are the four facets of self-awareness, as a leader?

A

Leadership WISDOM: Insights from your experiences that you can apply to the challenges you face

Leadership IDENTITY: This is who you are, in your current professional and personal context

Leadership REPUTATION: This is how others perceive you as a leader, based on your current and previous behavior

Leadership BRAND: This is what you aspire to, and the actions you take to support that mission

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24
Q

What is Prochaska’s Transtheoretical Model?

A
  • Based on a stage-based, temporal construct called the stages of change, and a group of behavioral change mechanisms called the processes of change
  • Dominant model in the field
    • Regarded as the most important theoretical development in the health promotion field of the decade
    • The application of the stages of change approach to health promotion program is regarded as the most important innovation
  • States that you progress or relapse through the following stages:
  1. PRE-CONTEMPLATION:
    - Unaware/underaware of problems
    - Ignorance is bliss
    - Little/no consideration of change
  2. CONTEMPLATION:
    - Recognize/awareness that a problem exists and is important
    - Seriously thinking about overcoming the problem
    - Involves assessment, recognition, analysis of individual strengths and weaknesses
  3. PREPARATION
    - High awareness, willingness to try things
    - Often includes creating a specific, actionable, and measurable action plan
  4. ACTION
    Modify behavior, experiences, or environment in order to overcome problems
  5. MAINTENANCE
    Working to maintain new skills, consolidate the gains attained during the action stage
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25
Q

How do you develop a target skill?

A
  1. Awareness
  2. Motivation
  3. Technique
  4. Opportunity
  5. Support

NOTE: You should try to immediate use/teach others the skill, and practice by doing. This will elevate teh average retention rate.

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26
Q

What is the compound effect?

A
  1. Path to Failure:
    1. No action: No work with little consequence
    2. Leads to consequence and disappointment
  2. Path to Success:
    1. Initial actions: Work with little rewards
    2. Leads to reward, achievement
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27
Q

What is a team?

A
  • Deliberate means of organizing work to accomplish a goal
    • A highly communicative and interdependent group of individuals working together to acheive clearly defined goals, with:
      • Shared sense of purpose
      • Complementary interests, knowledge, and skills
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28
Q

What are the stages of team development?

A

Forming ⇒ Storming ⇒ Norming ⇒ Performing

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29
Q

How do relationships change during the stages of team development?

A

Dependency ⇒ Conflict ⇒ Cohesion ⇒ Interdependence

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30
Q

How do tasks change during the stages of team development?

A

Orientation ⇒ Organization ⇒ Data Flow ⇒ Problem Solving

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31
Q

According to EY, what are the key attributes of high-performing teams?

A
  1. Clear, achievable goals (44%)
  2. Shared commitment (40.9%)
  3. Clarity of roles and responsibilities (39.1%)
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32
Q

Is psychological safety the same as a safe space?

A

“Psychological safety is not the same as a safe space. It is not the same as a trigger-free space. It is not a space where you will always feel comfortable and not have your views challenged. It is almost the opposite.”

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33
Q

Is psychological safety a brave space?

A

Yes. It is an environment in which people do not feel they have to hold back with a concern or question for fear of recrimination or humiliation.

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34
Q

What is psychological safety?

A

It describes a team climate characterized by interpersonal trust and mutual respect, in which people are comfortable being themselves

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35
Q

What are the two traits shared by the most successful teams?

A
  • Cognitive diversity
  • Psychological safety
  • Shared positive behaviors and emotions (GENERATIVE behaviors)
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36
Q

What behaviors assist in creating successful teams? What deters?

A
  • We need to be more curious, inquiring, experimental, and nurturing.
  • We need to stop being hierarchical, directive, controlling, and conforming.
  • It is not just the presence of positive behaviors in the Generative quadrant that count, it is the absence of negative behaviors
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37
Q

What is the importance of communication patterns?

A

HOW we communicate could be much more important than WHAT we communicate

38
Q

What are the three elements of communication patterns?

A

ENERGY: How team members contribute to a team as a whole

ENGAGEMENT: How team members communicate with one another

EXPLORATION: How teams communicate with one another

39
Q

What are the key questions to ask, when striving to strengthen team interactions?

A
  • What is our purpose and our goals?
  • How are we going to work together?
  • How will we treat one another?
  • How will we make decisions?

FOCUS!!

40
Q

What are the objectives of a team charter?

A

To establish guidelines, a code of conduct that tells what the acceptable and unacceptable behaviors are within a team.

To provide an unique vision and expression of the team.

41
Q

What do the agreed upon behaviors in a team become?

A

The GROUP NORMS, that will be followed throughout the duration of the team’s existence

42
Q

What is a brand statement?

A
  • Statement of 15 words or less, targeted towards a market / company, that positions an individual to create strong market demand
  • Consists of developing a narrative
43
Q

How does one enhance their LinkedIn Profile?

A
  • Have a headshot that projects professionalism
  • Make sure your name is searchable
  • Add your name pronunciation
  • Customize your URL
  • Add a background that complements your “Professional Story”
  • Add a headline that adds to your brand
44
Q

What should your LinkedIn headline include?

A
  • Position Yourself (Business Analytics/Data Science Professional)
  • Frame your Previous Work Experience in the Audience’s Language
  • Reference Previous Specific Experience: Industry/Type/Results
  • Global Experience / Mindset
  • Multi-Cultural, Cross-Functional Team Experience
  • Key Technical Skills / Abilities
  • Passion / Drive for an Area
  • Multilinguism
  • Awards / Accomplishments
45
Q

How should you network on LinkedIn?

A
  • Reaching out to build friendships, connect, partner and learn in mutually beneficial ways
  • Start local
  • Always add a personal message
  • Always project 100% professionalism
  • Always maintain an “Audience Focus”: Build connections, commonalities, and mutual value
46
Q

What are the objectives of the Strength Deployment Inventory?

A

To create a greater awareness of your communication and leadership style, to:

  • Enhance self-awareness
  • Improve your relationships
  • Decrease stress
  • Build efficiency
  • Gain influence and impact
  • Boost team performance
  • Enhance leadership potential
47
Q

What are the three Psychology Schools? What are their focuses? Which does the SDI belong to?

A

Psychoanalytic School: Freud, Jung (1890s - 1950s)
- Focus: Treating distress, unconscious mind, unconscious conflict, pathology (causes), interpretation, clinical observations

Behavioral School: Skinner, Watson (1950s - Today)
- Focus: Empirical, with behavior being explained by environmental causes rather than internal forces; looks into conditioning and pathology (causes)

Humanist School: Rogers, Maslow (1950s - Today)
- Focus: Whole person, personal growth, identity and meaning; looks to needs and motivations, interaction; concern for positive growth, rather than pathology
- The SDI takes a humanistic orientation and sees that there is no “best” or “better” style
- Rather, the SDI looks at “preferred” styles, vs. who you are, and how you always behave
- There is belief that we can adapt our behaviors and act outside our “preferred” patterns of behavior
- Thus, the SDI becomes an instrument FOR, not about people

48
Q

What is the Premises Relational Awareness Theory?

A
  • Needs (motivation) drives behavior
  • Personal weaknesses are simply strengths that are overdone
  • We have two “styles”, productive and conflict
  • We view others’ behaviors through our set of filters
49
Q

What does the Strength Deployment Inventory define?

A

Our Motivational Value System

50
Q

Which MVS is most popular?

A

Hubs!!

51
Q

Why is knowing others’ SDI scores important?

A

It helps you “speak their language” better → Enhance interaction effectiveness!

52
Q

SDI: What is the Blue Motivational Style (Altruistic/Nurturing)?

A
  • Concern for Protection, Growth, Welfare of Others
  • Characteristics:
    • Being helpful, trusting and loyal
    • Being open/responsive to the needs of others
    • Seeking ways to bring help to others
    • Trying to make life easier for others
    • Trying to avoid being a burden to others
    • Ensuring others reach their potential
    • Ensuring others are valued
    • Defending the rights of others
53
Q

SDI: What is the Red Motivational Style (Assertive-Directing)?

A
  • Concern for Task Accomplishment; Concern for Time, Money, and Any Other Resources to Achieve Desired Results
  • Characteristics:
    • Being assertive, competitive, action-focused
    • Competing for authority, responsibility and positions of leadership
    • Exercising persuasion
    • Being alert to opportunity
    • Claiming the right to earned rewards
    • Accepting challenges
    • Accepting risk-taking as necessary/desirable
    • Demonstrating competitiveness
54
Q

SDI: What is the Green Motivational Style (Analytic)?

A
  • Concern for Assurance That Things Have Been Properly Thought Out; Concern for Meaningful Order Being Established and Maintained Individualism, Self-Reliance & Self-Dependence
  • Characteristics:
    • Being analytical and cautious
    • Being objective, fair and principled
    • Being right
    • Being in control of emotions
    • Being practical
    • Being serious and thorough
    • Being their own “judge and jury”
    • Being their “own person”
    • Thinking things through before acting
55
Q

SDI: What is the Hub Motivational Style (Flexible-Cohering)?

A
  • Concern for Flexibility; Concern for the Welfare of the Group; Concern for the Members of the Group and for Belonging in the Group
  • Characteristics:
    • Being flexible and look to options
    • Being curious about what others think and feel, open minded and willing to adapt
    • Experiments with different ways of acting
    • Proud to be a “member”
    • Likes to know a lot of people
    • Likes to be known by a lot of people
    • Changeable
56
Q

SDI: What is the Red-Blue Motivational Style (Assertive-Nurturing)?

A
  • Concern for the Protection, Growth and Welfare of Others Through Task Accomplishment and Leadership
  • Characteristics:
    • Actively seeking opportunities to help others
    • Persuading others to ensure maximum growth and development of others
    • Being open to proposals for creating welfare and security for others
    • Creating enthusiasm and support in tackling obstacles to success
57
Q

SDI: What is the Red-Green Motivational Style (Judicious-Competing)?

A
  • Concern for Intelligent Assertiveness, Justice, Leadership, Order, and Fairness in Competition
  • Characteristics:
    • Providing rational leadership that can assess risks and opportunities
    • Being decisive and proactive when all the facts are in
    • Challenging opposition through thoughtful process and strategy
58
Q

SDI: What is the Blue-Green Motivational Style (Cautious-Support)?

A
  • Concern for Affirming and Developing Self-Sufficiency in Self and Others, Concern for Thoughtful Helpfulness with Regard for Justice
  • Characteristics:
    • Building effective processes and resources to protect or enhance welfare of others
    • Offering assistance for greater self-sufficiency and independence
    • Supporting activities that lead to growth
    • Fighting for principles that are fair
59
Q

What is your self-perception based on? What is others’ perception of you based on?

A

Yours is based on INTERNAL MOTVATION → Intentions → Behaviors ⇒ what you are trying to do

Others is based on EXTERNAL BEHAVIOR → Intentions → Motivation ⇒ what they are seeing you do

60
Q

How do different SDIs internally experience conflict, in the three stages?

A

Conflict Stage 1

  • Focus: Self, Problem and Other
  • Blue: Accommodating to the needs of others
  • Red: Rising to the challenge being offered
  • Green: Being prudently cautious

Conflict Stage 2

  • Focus: Self, Problem
  • Blue: Giving in and letting the opposition have its way
  • Red: Having to fight off the opposition
  • Green: Trying to escape from the opposition

Conflict Stage 3

  • Focus: Self
  • Blue: Having been completely defeated
  • Red: Having to fight for one’s life
  • Green: Having to retreat completely
61
Q

How do different SDIs externally (behaviorally) display conflict, in the three stages?

A

Conflict Stage 1

  • Focus: Self, Problem and Other
  • Blue: Accommodating others
  • Red: Rising to the challenge
  • Green: Being prudently cautious

Conflict Stage 2

  • Focus: Self, Problem
  • Blue: Surrender conditionally
  • Red: Fight to win
  • Green: Pull back and analyze

Conflict Stage 3

  • Focus: Self
  • Blue: Surrender completely
  • Red: Fight for survival
  • Green: Withdrawal
62
Q

What is the importance of connecting with audiences?

A
  • To prepare focused and successful presentations, more quickly, more effectively, and with less anxiety
  • To further improve your ability to connect with your audience
  • Ratchet up the impact
  • Enhance “game day” flexibility
  • To further enhance overall leadership and interpersonal effectiveness
63
Q

Why are presentations so important?

A
  • 33 million business presentations are delivered every day
  • Presentations are one of the top five corporate training topics
  • Presentations are key to promotions and career success
  • As per Granville Toogood (”The New Articulate Executive”):
    • “All of us, like it or not, will eventually see our reputation, careers, and even our social lives determined by some significant degree by how well we speak.”
    • “Are we forgettable, or do people remember us and act on what we say?”
    • “In the big picture, we are talking about leadership (leaders lead with their words)”
64
Q

What does executive presence boil down to?

A
  • Boils down to the ability to…
    • Project mature self-confidence
    • Project a sense that you can take control of difficult, unpredictable situations
    • Make tough decisions in a timely way
    • Hold your own with other talented and strong-willed members of the executive team
65
Q

Executive presence is a super construct. What are its components?

A
  • CONNECTION/CHARISMA: Ability to positively engage others and make them feel comfortable
  • AWARENESS AND COMPOSURE: Ability to control your emotions even under stress, to project emotional calmness and restraint, and exhibit strong EQ
  • SOCIAL PRESENCE: Projecting confidence, professionalism, and energy in how you look and act with supportive interpersonal behaviors
  • CREDIBILITY: Development of strong source and derived credibility; having strong image, character, and referent power
  • DECISION-MAKING: Poised under pressure; assertiveness and directness, while working through differences constructively
  • SUBSTANCE: Knowing your stuff cold, being prepared and having strong practical wisdom
  • COMMUNICATION: Commitment to a strong audience focus, relevant clear and concise; sepaking up articulately, communicating with passion and energy
66
Q

What are the core secrets to achieving connection?

A
  • People want a STORY
  • LESS is more
  • People BUY FROM PEOPLE (not PowerPoints)
67
Q

Why is utilizing stories, narratives, and images the ultimate communication tool?

A
  • MULTIPLIER IMPACT: Enhances attention and retention
  • AVOIDS DATA SMOG: It is more memorable than data
  • SENSE MAKING: Creates shared meaning/experiences
  • Powerful directive for future human behavior
  • Storytelling is an ability that anyone can develop
68
Q

What is the “Power Formula” for delivering a presentation?

A
  1. START STRONG WITH A PUNCH
    - Gain attention and interest, using a punch / attention getter
    - Project confidence through professional presence
    - Avoid weak connections, eg. “Let’s start”, “My name is”
    - Reduce anxiety
  2. PRESENT ONE THEME
  3. PROVIDE GOOD EXAMPLES
  4. USE CONVERSATIONAL LANGUAGE
  5. PROVIDE A STRONG ENDING
69
Q

What are the four “steps” in building out your introduction?

A
  1. STRONG PUNCH
  2. REASON TO LISTEN: Provide “news” and audience focus. Why is this presentation important to them?
  3. DERIVED CREDIBILITY: Why listen to you? What is your background, methodology, research?
  4. PREVIEW: Provide the content roadmap, the rules of the road.
70
Q

What should you include in the conclusion of your presentation?

A
  • Summarize: This enhances retention
  • Clarify Next Steps: Provides a call for action
  • Project Confidence: Impression Management
  • Stay Focused, even after the speech
71
Q

What do audiences NOT expect from a presentation?

A
  • Perfect English
  • Accent-Free Articulation
  • Perfect Delivery:
    (A) An occasional pause to collect your thoughts, a pronunciation error, or other minor slip, will not even be noticed by an audiences
    (B) The audience focuses on, and mainly cares about, the message
  • Lack of Nervousness: If it is important, all speakers are nervous
  • Coverage of Everything you know about the topic: Be focused
72
Q

What do audiences expect from a presentation?

A
  • Authenticity: Audiences connect with what is REAL, not perfect
  • Clear Core Message: Focus is key!
  • Audience-Centered, targeted presentation
  • Clear Organization and Internal Structure, with Transitions
  • Specific Final Conclusion, recommendation, or next step
  • Vividness
  • Engagement with the audience: Eye contact!
73
Q

What aspects of verbal communication are essential when delivering a presentation? How do you assess for such?

A

CLARITY: Enunciation
- Do people say you mumble or speak too fast?
- Do you speak softly?
- Do people as you to repeat?
- Do people seem to ignore you, and/or your ideas, after you speak?

STRUCTURE: Articulation
- Do people interrupt you to ask clarifying questions?
- Does your audience drift away and begin side conversations?
- Do people understand your words, but remain confused at the overall idea?
- Are your statements less engaging to the audience?

74
Q

How do you practice pronunciation skills?

A

Build muscle memory!

75
Q

What are the three ways by which you can build greater impact, when delivering a presentation?

A
  1. OPEN YOUR MOUTH
  2. SLOW DOWN
  3. SPEAK UP (Project)
76
Q

What is communication apprehension? How is it measured?

A

“Individual level of fear or anxiety associated with either real or anticipated communication with another person or persons”.

It is measured using the PRCA (Personal Report of Communication Apprehension).

77
Q

What is the first step to overcoming communication apprehension?

A

ENHANCED AWARENESS.

78
Q

Are anxiety levels constant?

A

No, they are state-dependent, and can effectively be managed

79
Q

What are strategies to overcome communication apprehension?

A
  • Understanding ⇒ First step
  • Breathe, to control physiological aspects
  • Preparation is key ⇒ Know your material and your audience
  • Leverage Structure
  • Nail the Introduction
  • Visualize your success
  • Be Yourself, and avoid sabotage
  • Practice Success
  • Learn From Other Fields (eg. Biathlon)
80
Q

What are the core visual rules to capture audiences?

A

Be VIVID, CLEAR, and FOCUSED

81
Q

Does intelligence have cognitive and non-cognitive aspects?

A

YES! The non-cognitive aspects are the aggregate capacity of individuals to:
- Act purposefully
- Think rationally
- Deal effectively with their enviornment

82
Q

What were the early applications (1940s and 1950s) of EQ, demonstrating its impact and success?

A
  • OSS in WW2
  • AT&T Assessment Centers
83
Q

When comparing star performers and average ones in senior leadership positions, what could 90% of the difference be attributed to?

A

EMOTIONAL INTELLIGENCE FACTORS, rather than cognitive abilities

84
Q

Why is leveraging listening so crucial for success?

A
  • Listening is a complex process of that it is performed cognitively, but perceived behaviorally ⇒ and cognitions and behaviors are not always congruent
  • Listening is the most used communication process
  • Listening is one of the most serious communication problems for employees, managers, and executives
  • Listening is the foundation of many derailers
85
Q

What are the steps in the listening process?

A
  1. Attending
  2. Understanding
  3. Remembering
  4. Analyzing
  5. Responding
86
Q

Why can listening be so difficult?

A
  • Dry/Boring speakers
  • No main point/message
  • No connection/caring/emotion
  • Different views/perspectives
  • Data dump/data smog
  • External noise
  • Disorganized/poor structure
  • Not verbally clear/mumble
  • Not credible/reliable
  • Weak/distracting delivery
  • Unclear language/terminology
  • Speaker multi-tasking
  • Speakers not adapting to situation
  • Too fast/speed of words
87
Q

What is the concept of “Listening to Understand the Air”, specifically “Nunchi”?

A

“Nunchi” translates to ‘eye-measure’ in Korean

It is the ability to read a room, to understand and sense the overall situation, context and atmosphere

It is a heightened sense of emotional intelligence and social awareness

It is about being plugged into others in your environment

It is applicable to just about every social setting

88
Q

What is the concept of “Listening to Understand the Air”, specifically “Kuki wo yomu”?

A

It translates to ‘reading the air’ in Japanese, synonymous to the English ‘reading between the lines’

It is one of the most significant and fundamental aspects of Japanese communication culture

Requires you to be situationally aware and attentive, to not only your thoughts and feelings, but to those around you, without needing to express them aloud

89
Q

What are four ways to improve listening effectiveness?

A
  1. Use your eyes and ears to listen
    1. Maintain eye contact with the speaker
  2. Control your emotions
    1. Take the occasional deep breath
    2. Ask objective questions
    3. Respect another person’s option
    4. Try to understand the reasons behind a particular position
  3. Be a total listener
    1. Give the person who’s speaking your complete attention
    2. Be “in the moment”
  4. Listen to understand, not to respond
    1. If you are waiting to argue or respond, you are not really listening
    2. Always seek to understand first, to be able to ask and probe and integrate ideas
90
Q

What are the three pillars of persuasion?

A

Pathos
Logos
Ethos

91
Q

What is Pathos?

A

Pathos, or the appeal to emotions, refers to the effort to persuade your audience by making an appeal to their feelings. Your audience is more receptive to being persuaded by someone with whom they can identify.

Pathos can be promoted by using simple & meaningful language, emotional tone of voice (oral or written), pauses and emotional metaphors or stories.

92
Q

What is Logos?

A

Logos, or the appeal to logic, refers to the effort to convince your audience by using logic and reason.

Effective arguments should include testimonials, surveys and other supporting details to back up your claims/positions. Logos means to document your point through storytelling, logical arguments, facts, recorded evidence, historical data and literal analogies.

When using logos to persuade, you need to ensure that you have found facts, stories and information that ‘matter’ to your audience and that you will present them in a way that makes sense (to them).

93
Q

What is Ethos?

A

Ethos, or the appeal to ethics, refers to the effort to convince your audience of your credibility or character.

Before you can convince an audience to accept anything you say, they have to accept you.

Ethos can be promoted by choosing appropriate language & vocabulary (dependent on the audience and topic), by making yourself look honest, by paying attention to your movements and the way you dress (for your digital presence pay attention to design details, functionality, content, etc.) and by documenting on the areas of your expertise.

** TRUST **

GSBA 542 - Fall 2023 (28 decks)

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