MHD Flashcards
Purposes of group work
Accomplishing work, strengthening capabilities, fostering well-being
(Hackman 1)
Steiner group productivity equation
AP = PP - PL + PG
(actual prod. is potential prod. less process loss + process gain)
(Hackman 1)
Types of group work
o Disjunctive - by best
o Conjuctive - by worst
o Additive - as a sum
o Compensatory - as average
o Complementary - unique skills
(Hackman 1)
Group life-cycle sequence
forming - storming - norming – performing
(Hackman 1)
Levels of team authority
o Manager-led
o Self-managing
o Self-designing
o Self-governing - choose even the purpose of the group
(Hackman 1)
Sand dune teams
Fluid teams - like in consulting
(Hackman 1)
Assembly effect
net positive effect from group work
(Hackman 1)
Transactive memory
collective memory based on different members expertise
(Hackman 1)
Shared mental model
From individual cognition to group-level analysis
(Hackman 1)
Collective mind
Focus and thought as a collective
(Hackman 1)
What does the structure of social networks impact, according to Balkundi?
Influences team viability and performance
(Balkundi 1)
What does higher density of positive ties correlate with?
Better coms, cohesion and team effectiveness
(Balkundi 1)
What do leaders with central positions do?
Facilitate better communication and coordination - fix structural holes
(Balkundi 1)
What are the effects of different network structures?
o High density with central leaders – high team performance and viability
o Low density with central leaders – well initially thanks to leader, struggles with viability
o High density without central leaders – high performance but potential for lack of direction
o Low density without central leaders – often low performance and poor coordination
(Balkundi 1)
Density of ties
proportion of actual relationships out of total possible
(Balkundi 1)
Team viability
ability to continue functioning over time
(Balkundi 1)
Social capital
Resources available through network connections
(Balkundi 1)
Structural holes
Gaps in the network with fewer ties
(Balkundi 1)
What are the 2 types of diversity?
- Surface-Level Diversity – Observable characteristics such as race, gender, and age
- Deep-Level Diversity – Personality, values, attitudes, and cognitive abilities
(Triana 1)
What has been found out about deep-level diversity?
more complex relationship with team performance – can enhance but may lead to conflicts if there is a lack of cohesion
Depends on moderators: team processes (e.g., effective coms), context (e.g., task complexity)
(Triana 1)
What has been found out about surface-level diversity?
o Can lead to both positive and negative outcomes depending on context and management
(Triana 1)
What are determinants of whether group work is necessary?
o Can it be divided?
o Quantity over quality?
o What is the task type? (additive, conjuctive, etc.)
(IDK)
How can teams be better mobilized?
o Assigning team membership
o Selecting team based on common purpose
o Dividing labor
o Keeping time
(IDK)
What is a structured decision-making framework?
PrOACT:
o Problem
o Objectives
o Alternatives
o Consequences
o Trade-offs
(Raiffa 3)
What are 2 ways of bluffing?
o Lying about facts
o Tactical bluffing (using your commitments as excuses)
(Schelling 2)
Why are commitments good in bargaining?
Because it proves to the other party that you have a limit
(Schelling 2)
Using a bargaining agent is good why?
o It distances the legislative from the executive – creating a visible commitment
o Agents may be better positioned to deal with commitments (insurers vs the insurees)
(Schelling 2)
How to make a threat more effective?
if split into smaller threats - using these to prove commitment to the threat, without too much damage
(Schelling 2)
Why is it a right to be sued?
because then both parties feel same to make a commitment
(Schelling 2)
- Coercive deficiency
putting yourself at a disadvantage as a commitment
(Schelling 2)
What is the discussion bias?
disproportionate discussion of shared information, neglecting the unshared
(Wittenbaum 2)
Hidden profile paradigm
private info often unshared in groups due to various biases, even though sharing would lead to the best outcome
(Wittenbaum 2)
Traditional framework for understanding information sharing
Input: features of context
Process: What information is mentioned
Output: Quality of group discussion
(Wittenbaum 2)
What does the tradition framework for understanding information sharing oversimplifies?
Assumes all group members are motivated by group success
Instead, group members process and share information based on their personal goals, motivations, and perceptions of context
(Wittenbaum 2)
- Circumstances for effective information sharing
o Shared group goals
o High group cohesion
o Strong social identity
o Supportive group norms
o Effective leadership
(Wittenbaum 2)
- Proposed framework to account for the collective information sharing paradigm
o Input:
Features of context
member goals
o Process:
What info is shared
How info is shared
To whom it is shared
o Output:
Group decision quality
Member influence
Member relationships
(Wittenbaum 2)
What to do before going to a negotiation?
- Before going into negotiations:
o Figure out your BATNA and improve it
o Commit to an RP
o Gather info on the other party’s RP
o Commit to a target price
(Bazerman 3)
During negotiations:
o Make first offer to anchor (hold back only if you expect a better price)
o Immediate counter-offer to re-anchor
o Focus on the target and shift to RP only at the end
o Use objective criteria and rationale in negotiations
What is important in under-policed nations?
Honor and reputation is crucial for under-policed nations
Types of issues in negotiations (types of negotiations):
o Distributive – zero-sum
o Integrative – with different importance to each party
o Compatible – both want the same thing
(Schelling 2)
- Incompatibility error
decision-makers with conflicting or inconsistent beliefs / perceptions about a situation, resulting in suboptimal or erroneous conclusions - leading to fixed-sum error
(Schelling 2)
- Fixed-sum error
when people misinterpret a negotiation as zero-sum, when it isn’t one
Why is solving the interest important in negotiations?
if you solve the interest, you’ll know how low the other person will go
(Bazerman 3)
- Barriers to free-flow of information:
o Mistrust
o Bluffing
o Lack of interest due to fixed sum-error
(Schelling 2)
How to overcome barriers in bargaining?
o Proving fixed-sum error – e.g., propose 2 alternatives you are indifferent to
o Increasing trust
When does game theory provide best results?
If all parties are rational - not realistic
(Bazerman 3)
What does a more realistic decision analytical approach (compared to plain game theory) base itself on?
o Each party’s alternative to a negotiatied agreement
o Each party’s interests
o Relative importance of each party’s interest
(Bazerman 3)
What is the BATNA?
- Best Alternative to a Negotiated Agreement
(Bazerman 3)
What is an RP?
- Reservation price - lowest possible price you are willing to take, set based on BATNA
(Bazerman 3)
What is a TP?
Target Price - goal
(Bazerman 3)
What is ZOPA?
- Zone Of Possible Agreement - overlap between both party RPs (positive bargaining zone)
(Bazerman 3)
What is the driver of value creation?
Differing value perception between parties
(Bazerman 3)
What are Contingent contracts
Bets or performance based contracts incentivizizing performance
(Bazerman 3)
- Strategies to identifying key information like interests and positions:
o Build trust and share information – potentially disclose less important information to build trust
o Ask questions
o Negotiate all issues simultaneously – insist that nothing is settled until everything is
o Offer several options – finding out which seem more viable to the other party
o Post-settlement settlement (PSS)
(Bazerman 3)
What is a PSS?
Post-settlement settlement
(Bazerman 3)
What is coalition formation?
process in which parties form alliances or groups to achieve mutually beneficial outcomes in negotiations
(Raiffa 3)
- Differences between dyad and 3-party negotiations:
- Increased complexity due to possibility of coalition
- Shifting power dynamics between the parties
- More unstable agreements with potential to back-stab and propose a counter offer
(Raiffa 3)
When is a core solution found?
When no party has an incentive to leave their coalition for another
(Raiffa 3)
- Shapley Value
A concept used to fairly divide resources based on each party’s contribution to different coalitions (increase of pot by adding members in all combinations)
(Raiffa 3)
Important tips to take into account in 3-party negotiations:
o Balance friendly cooperation and aggressive competition (don’t want to piss off everyone)
o Remain flexible to accommodate shifts in power dynamics
o Track current power dynamics
(Raiffa 3)
- Different concepts of fairness
o Equity
o Equality
o Need
(Raiffa 3)
- Thucydides’s Trap
Rule that when an emerging power is upcoming, it threatens the ruling party, resulting in conflict
(IDK)
What are the conceptual models used to explain decisions of organizations?
1) Rational policy model
2) Organ. process model
3) Bureaucratic politics model
(Allison, 4)
Rational policy model
o The organization is a unitary, rational entity with one set of goals
o Decisions are value-maximizing for the organization as a whole
(Allison, 4)
Organizational process model
o Organizations are conglomerates of loosely allied groups with differing goals and perspectives
o Decisions are an organizational output resulting from standard operating procedures (SOPs)
(Allison, 4)
Bureaucratic politics model
o Negotiation, politics and compromise among organizational actors shapes decision-making
o Bargaining games are played in which players have differing values and agendas
o More often the different views of politicians lead to a result different to what everyone wanted
(Allison, 4)
- Social-Ecological Systems (SES)
systems that encompass both ecological (e.g., forests, fisheries, pastures) and social (e.g., communities, institutions, rules) components
(Ostrom, 4)