MGMT 610 Flashcards
Key leadership behaviors
Setting Direction, aligning & motivating others, setting strategy, coaching others to implement strat, shaping organizational culture
Key teamwork behaviors
Assigning, completing and coordinating tasks; Providing perf. feedback; Giving help, sharing info; Adapting to change; Focusing on shared goals
Highest correlation?
Leadership commitment to manage by objectives – company productivity.
What do people think they have to learn?
- Leadership (79%)
- Skills training in field (74%)
- Team building (68%)
- Prob solving and dec making (65%)
- Strategic planning (59%)
How does happy/sad emotions affect workplace?
- Sad=More arguments that are persuasive, thought out out, bottom-up & systematic
- Happy=creativity/originality
Why do teams give up?
1) Presence of expert (73%)
2) Presentation of a compelling arg (62%)
3) Lacking confidence (61%)
4) An unimportant or meaningless decision (52%
5) Pressure from others to conform (46%)
6) Dysfunctional decision-making climate (39%)
Managers action pre-meeting
- Choose right mix of team members & monitor size
- Frame decision-task appropriately
- State clear goals
Managers actions during meeting
- Positive tone at start
- Don’t judge ideas right away
- Hear multiple ides
- Suggest second chance meetings
After meeting
Provide honest feedback
Common knowledge effect
- Although pooling unique info is one of the greatest benefits of collaborations, collaborators often tend to discuss what everyone else already knows
Redundant info guides decisions
Info held by more members before team discussion has more influence than info held by fewer members
Why pat attention to emotions (3 reasons)
1) Emotions drive thinking
2) Emotions motivate
3) Emotions communicate
How do we read emotions (3 – rank)
1) Facial exp/body language (55%)
2) Tone of voice (38%)
3) Spoken words (7%)
Amygdala Hijacking
- Immediate/overwhelming response to a stimuli
EI Goal
Goal: experience the most appropriate emotional state for the task at hand….. perceive your emotions & manage others’ emotions
Types of interdependence (be able to draw)
Pooled / Sequential / Reciprocal
Abilene Paradox
Groups often agree to a course of action that none of them wants, because each member assumes that the others want it
Groupthink
Overconfidence often leads groups to experience a deterioration of mental efficiency, reality testing and moral judgments
Group polarization
Group judgments are often more extreme than the sum of the judgments of individual members
Sports as a model steps
1) Integrate cooperation & competition (overt = bad)
2) Orchestrate some early W’s
3) Breakout of losing streaks - ex. break down into small steps
4) Carve out time for practice (Ex McKinsey, cant be on all the time
5) Call Half-time (you can create artificial endpoints)
6) Keep team membership stable
7) Study the game video (Debrief)
Caveats to sports model
1) Choose the right sports
2) Don’t confuse coaching w/ mentoring (manager can’t focus on day-day – structure and design are important
3) Build bridges, not boundaries (some people might not get sports metaphors)
4) Don’t assume winning is the only thing (workplace = ethically complex w/ higher risks
Ladder of inference (Steps)
Observable data (video) – I select data – I add meaning – I draw conclusions – I adapt beliefs about the world – I take action based on beliefs
Ladder of inferences (3 ways to use it)
- Become more aware of your own thinking (reflection)
- Make your thinking/reasoning more visible to others (advocacy)
- Inquire into other’s thinking/reasoning (inquiry)
Team composition
4-7 (5.5 is ideal) / External connections outside team helps! / Mixed evidence for diversity
