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MHD Flashcards

1
Q

Purposes of group work

A

Accomplishing work, strengthening capabilities, fostering well-being
(Hackman 1)

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2
Q

Steiner group productivity equation

A

AP = PP - PL + PG
(actual prod. is potential prod. less process loss + process gain)
(Hackman 1)

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3
Q

Types of group work

A

o Disjunctive - by best
o Conjuctive - by worst
o Additive - as a sum
o Compensatory - as average
o Complementary - unique skills
(Hackman 1)

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4
Q

Group life-cycle sequence

A

forming - storming - norming – performing
(Hackman 1)

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5
Q

Levels of team authority

A

o Manager-led
o Self-managing
o Self-designing
o Self-governing - choose even the purpose of the group
(Hackman 1)

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6
Q

Sand dune teams

A

Fluid teams - like in consulting
(Hackman 1)

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7
Q

Assembly effect

A

net positive effect from group work
(Hackman 1)

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8
Q

Transactive memory

A

collective memory based on different members expertise
(Hackman 1)

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9
Q

Shared mental model

A

From individual cognition to group-level analysis
(Hackman 1)

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10
Q

Collective mind

A

Focus and thought as a collective
(Hackman 1)

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11
Q

What does the structure of social networks impact, according to Balkundi?

A

Influences team viability and performance
(Balkundi 1)

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12
Q

What does higher density of positive ties correlate with?

A

Better coms, cohesion and team effectiveness
(Balkundi 1)

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13
Q

What do leaders with central positions do?

A

Facilitate better communication and coordination - fix structural holes
(Balkundi 1)

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14
Q

What are the effects of different network structures?

A

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)

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15
Q

Density of ties

A

proportion of actual relationships out of total possible
(Balkundi 1)

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16
Q

Team viability

A

ability to continue functioning over time
(Balkundi 1)

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17
Q

Social capital

A

Resources available through network connections
(Balkundi 1)

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18
Q

Structural holes

A

Gaps in the network with fewer ties
(Balkundi 1)

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19
Q

What are the 2 types of diversity?

A
  • Surface-Level Diversity – Observable characteristics such as race, gender, and age
  • Deep-Level Diversity – Personality, values, attitudes, and cognitive abilities
    (Triana 1)
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20
Q

What has been found out about deep-level diversity?

A

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)

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21
Q

What has been found out about surface-level diversity?

A

o Can lead to both positive and negative outcomes depending on context and management
(Triana 1)

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22
Q

What are determinants of whether group work is necessary?

A

o Can it be divided?
o Quantity over quality?
o What is the task type? (additive, conjuctive, etc.)
(IDK)

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23
Q

How can teams be better mobilized?

A

o Assigning team membership
o Selecting team based on common purpose
o Dividing labor
o Keeping time
(IDK)

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24
Q

What is a structured decision-making framework?

A

PrOACT:
o Problem
o Objectives
o Alternatives
o Consequences
o Trade-offs
(Raiffa 3)

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25
Q

What are 2 ways of bluffing?

A

o Lying about facts
o Tactical bluffing (using your commitments as excuses)
(Schelling 2)

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26
Q

Why are commitments good in bargaining?

A

Because it proves to the other party that you have a limit
(Schelling 2)

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27
Q

Using a bargaining agent is good why?

A

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)

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28
Q

How to make a threat more effective?

A

if split into smaller threats - using these to prove commitment to the threat, without too much damage
(Schelling 2)

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29
Q

Why is it a right to be sued?

A

because then both parties feel same to make a commitment
(Schelling 2)

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30
Q
  • Coercive deficiency
A

putting yourself at a disadvantage as a commitment
(Schelling 2)

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31
Q

What is the discussion bias?

A

disproportionate discussion of shared information, neglecting the unshared
(Wittenbaum 2)

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32
Q

Hidden profile paradigm

A

private info often unshared in groups due to various biases, even though sharing would lead to the best outcome
(Wittenbaum 2)

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33
Q

Traditional framework for understanding information sharing

A

Input: features of context
Process: What information is mentioned
Output: Quality of group discussion
(Wittenbaum 2)

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34
Q

What does the tradition framework for understanding information sharing oversimplifies?

A

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)

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35
Q
  • Circumstances for effective information sharing
A

o Shared group goals
o High group cohesion
o Strong social identity
o Supportive group norms
o Effective leadership
(Wittenbaum 2)

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36
Q
  • Proposed framework to account for the collective information sharing paradigm
A

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)

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37
Q

What to do before going to a negotiation?

A
  • 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)
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38
Q

During negotiations:

A

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

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39
Q

What is important in under-policed nations?

A

Honor and reputation is crucial for under-policed nations

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40
Q

Types of issues in negotiations (types of negotiations):

A

o Distributive – zero-sum
o Integrative – with different importance to each party
o Compatible – both want the same thing
(Schelling 2)

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41
Q
  • Incompatibility error
A

decision-makers with conflicting or inconsistent beliefs / perceptions about a situation, resulting in suboptimal or erroneous conclusions - leading to fixed-sum error
(Schelling 2)

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42
Q
  • Fixed-sum error
A

when people misinterpret a negotiation as zero-sum, when it isn’t one

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43
Q

Why is solving the interest important in negotiations?

A

if you solve the interest, you’ll know how low the other person will go
(Bazerman 3)

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44
Q
  • Barriers to free-flow of information:
A

o Mistrust
o Bluffing
o Lack of interest due to fixed sum-error
(Schelling 2)

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45
Q

How to overcome barriers in bargaining?

A

o Proving fixed-sum error – e.g., propose 2 alternatives you are indifferent to
o Increasing trust

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46
Q

When does game theory provide best results?

A

If all parties are rational - not realistic
(Bazerman 3)

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47
Q

What does a more realistic decision analytical approach (compared to plain game theory) base itself on?

A

o Each party’s alternative to a negotiatied agreement
o Each party’s interests
o Relative importance of each party’s interest
(Bazerman 3)

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48
Q

What is the BATNA?

A
  • Best Alternative to a Negotiated Agreement
    (Bazerman 3)
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49
Q

What is an RP?

A
  • Reservation price - lowest possible price you are willing to take, set based on BATNA
    (Bazerman 3)
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50
Q

What is a TP?

A

Target Price - goal
(Bazerman 3)

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51
Q

What is ZOPA?

A
  • Zone Of Possible Agreement - overlap between both party RPs (positive bargaining zone)
    (Bazerman 3)
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52
Q

What is the driver of value creation?

A

Differing value perception between parties
(Bazerman 3)

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53
Q

What are Contingent contracts

A

Bets or performance based contracts incentivizizing performance
(Bazerman 3)

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54
Q
  • Strategies to identifying key information like interests and positions:
A

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)

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55
Q

What is a PSS?

A

Post-settlement settlement
(Bazerman 3)

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56
Q

What is coalition formation?

A

process in which parties form alliances or groups to achieve mutually beneficial outcomes in negotiations
(Raiffa 3)

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57
Q
  • Differences between dyad and 3-party negotiations:
A
  • 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)
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58
Q

When is a core solution found?

A

When no party has an incentive to leave their coalition for another
(Raiffa 3)

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59
Q
  • Shapley Value
A

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)

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60
Q

Important tips to take into account in 3-party negotiations:

A

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)

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61
Q
  • Different concepts of fairness
A

o Equity
o Equality
o Need
(Raiffa 3)

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62
Q
  • Thucydides’s Trap
A

Rule that when an emerging power is upcoming, it threatens the ruling party, resulting in conflict
(IDK)

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63
Q

What are the conceptual models used to explain decisions of organizations?

A

1) Rational policy model
2) Organ. process model
3) Bureaucratic politics model
(Allison, 4)

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64
Q

Rational policy model

A

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)

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65
Q

Organizational process model

A

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)

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66
Q

Bureaucratic politics model

A

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)

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67
Q
  • Social-Ecological Systems (SES)
A

systems that encompass both ecological (e.g., forests, fisheries, pastures) and social (e.g., communities, institutions, rules) components
(Ostrom, 4)

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68
Q

Ostrom presents a framework to avert what?

A

A tragedy of the commons in SES
(Ostrom, 4)

69
Q

What does Ostrom’s framework consist of?

A

o Resource Systems – forests, fisheries, lakes, etc.
o Resource Units – trees, fish, etc.
o Governance systems - rules, policies, and institutions in-place to govern
o Users – individuals that depend on these for their livelihood
(Ostrom, 4)

70
Q

What are conditions for sustainable management of SES?

A

o Clear boundaries
o Rules adapted to local conditions
o Collective involvement in creation and enforcement of rules
o Monitoring
o Sanctions based on severity of violation
o Conflict-resolution mechanisms
o Recognition of user rights
(Ostrom, 4)

71
Q

What are characteristics of wicked problems?

A

o Are complex due to increased interconnectedness of different stakeholders
o Have no formulation, and their solutions are not true or false but better or worse
o No way to test solutions
o Fully unique
(Rittel, 4)

72
Q

What are tame problems?

A

The opposite of wicked
(Rittel, 4)

73
Q

What is necessary to have stable cooperation?

A

you need to signal that you can retaliate

74
Q

What is the most succesful strategy for prisoner’s dilemma?

A

In repeated form - tit-for-tat

75
Q

Difference between common goods and public goods

A
  • Common goods are rivalrous in their nature, while public goods are non-rivalrous
76
Q

What is the garbage can principal?

A

Individuals bringing up problems and solutions for no reason other than personal development

77
Q

What is the basis of organization according to Ahrne?

A

Decision
(Ahrne 5)

78
Q

What are complete organizations?

A

Fully structured entities with all five key features of organization:
o Membership
o Hierarchy
o Rules
o Monitoring
o Sanctions
(Ahrne 5)

79
Q

What are partial organizations?

A

Organizations with some of the key organizational features applied
(Ahrne 5)

80
Q

What is the key characteristic of organizations?

A

Involving deliberate coordination, hierarchy, etc. but can exist as “partial”
(Ahrne 5)

81
Q

What are social networks, social institutions and formal organizations?

A
  • Social networks – consists of informal structures of relationships, less formal, lacking defined membership, etc.
  • Social institutions – consist of explicit rules, more enduring systems of norms, values and behaviors without formal structures
  • Formal organizations -> complete organizations
    (Ahrne 5)
82
Q

What is network theory?

A

mechanisms and processes that interact with network structures to yield certain outcomes
(Borgatti 5)

83
Q

What are social networks, according to network theory?

A

structures composed of individuals (or entities) called “nodes” connected by relationships or interactions referred to as “ties”
(Borgatti 5)

84
Q
  • Structural Hole Theory (Ronald Burt)
A

individuals who bridge gaps between two disconnected networks hold an advantage as they control the flow of information between the two groups
(Borgatti 5)

85
Q
  • Strength of Weak Ties (SWT) theory (Mark Granovetter)
A

weak ties are more valuable than strong ties, as weak ties connect people to diverse social circles
(Borgatti 5)

86
Q
  • Flow model
A

assumes social systems act as a network through which information flows
(Borgatti 5)

87
Q
  • Bond model
A

networks studied from the perspective of who holds power, centrality within network, how strong you are compared to your nodes, etc.)
(Borgatti 5)

88
Q
  • Network closure theory (James Coleman)
A

dense networks are important to create strong norms, trust and enforcement of social obligations
(Borgatti 5)

89
Q

What are states in network theory?

A

role-based continues relationships
(Borgatti 5)

90
Q

What are events in network theory?

A

a short-term relation (mingles or transactions, for example)
(Borgatti 5)

91
Q

What does it mean if nodes are further away from each other according to flow model??

A

more likely to receive information later on
(Borgatti 5)

92
Q

What are the 4 core social configurations?

A

o Dyads – 2 people
o Teams – 3-7 people
o Demes (work-groups) – 30-50 people
o Macrodemes (organizations)
(Caporeal 5)

93
Q

What are social constructs?

A

ideas that we all agree to – money, marriage, etc.

94
Q

What are symmetric types of ties? (3/4 of the basic mental models)

A

o Equality matching – trying to be reciprocal with gifts between friends
o Communal sharing – taking care of family
o Market pricing – letting the market decide on the price
(Rai 10)

95
Q

What are asymmetric types of ties? (1/4 of the basic mental models)

A

o Authority ranking
(Rai 10)

96
Q

What are the ends and means of low-power subsidiaries?

A

Ends:
 Achieve legitimacy – display importance to HQ
 Control resources – unique and valuable to the company
 Become central in the MNC’s network

Means:
 Challenge the status quo
 Enter political games – playing boy-scout, power games, etc.
(Bouquet 6)

97
Q

What are the specific means of “challenging the status quo”?

A
  • Building capabilities – unique capabilities, making them indispensable
  • Networking – building relations with other subsidiaries
  • Break the rules of the game – working with externals to build legitimacy (local knowledge, network, etc.)
    (Bouquet 6)
98
Q

What are the specific means of “entering political games”?

A
  • Deference – boy-scout
  • Cooptation – sending your managers outside subsidiary to prove competence and gain respect
  • Representation – asking others collectives to put in the good word
  • Coalition building
  • Feedback seeking
  • Coopetition – simultaneous cooperation and competition (difficult)
    (Bouquet 6)
99
Q

What is Social Network Analysis?

A

structure of relationships between actors (their advantages and disadvantages)
(Burt 6)

100
Q

What are the two roles a person can play in a network?

A

o Closure – specializing within cluster
o Brokerage – build bridges between clusters, offer info breadth, better timing and arbitrage of information sharing
(Burt 6)

101
Q

What is embeddedness in a network?

And what are the variaties?

A

measure of connectedness - can be:
1) relational (built relationship)
2) structural (via mutual contacts)
(Burt 6)

102
Q

What is “betweenness” in networks?

A

how prevalent a node is in the connections within the network
(Burt 6)

103
Q

What are “nonredundant contacts” in networks?

A

clusters to which ego is attached
(Burt 6)

104
Q

What is institutionalism?

A

how institutions (rules, norms, and structures within a society or economy) shape economic and organizational behaviors
(Morgan 6)

105
Q

What is institutional duality?

A

subsidiaries needs to conform to HQ rules and local context at the same time
(Morgan 6)

106
Q

What are the 2 types of institutional transfer mechanisms between HQ and subsidiary?

A

o Transfer of practices, policies, processes, etc.
o Transfer of resources (financial capital, knowledge capital, reputational capital)
(Morgan 6)

107
Q

What are the social power-types?

A

o A forces B to do something
o Agenda setting power
o Influencing desires (suggesting and framing the thinking of others)

108
Q

Perlmutter’s 3 types of MNC operating models:

A

Ethnocentrism - MNCs operate centrally, with the idea that HQ standards are best, low level of subsidiary autonomy

Polycentrism – MNCs act decentrally with subsidiaries having autonomy, adapting to local conditions, distributing decision making across entities

Geocentrism – MNCs view the entire world as one geographical market, seeking best practices globally, focusing on coordination across subsidiaries

(Hedlund, 7)

109
Q

What does Hedlund come up with to tackle complexity and uncertainty?

A
  • Heterarchy – non-hierarchical organizational form where control and decision-making are distributed across multiple units of an organization
    o Power, decision-making, and responsibilities are fluid and can shift between different parts of the organization depending on the context or situation
    o Heterarchy first decides on the structure, then the industry (typically it is the opposite - the company adapts structure to the industry)
    (Hedlund, 7)
110
Q

Heterarchy functions well in:

A

o Complex and rapidly changing environments
o Innovation driven industries
o Global but well-connected markets – subsidiaries tailoring well to local context, while sharing and coordinating amongst each other
o Highly skilled and autonomous subsidiaries
(Hedlund, 7)

111
Q

Challenges of heterarchy:

A

o Coordination complexity
o Confusion on roles
o Need for strong organizational culture
(Hedlund, 7)

112
Q

2 firm operating models according to Van Alstyne:

A
  • Pipeline operating model – traditional business with a value chain (e.g., manufacturing firms)
  • Platform business model – facilitating interactions between external producers and consumers on a platform
    (Van Alstyne, 7)
113
Q

What are providers in platform business?

A

o Providers – if the consumer is people, producers are app developers and platform is app store, then provider is the mobile phone manufacturer
(Van Alstyne, 7)

114
Q

What do platforms rely on:

A

network effects to increase the value of their platform
(Van Alstyne, 7)

115
Q

What is critical mass?

A

of participants necessary for network effects to begin rapid growth
(Van Alstyne, 7)

116
Q

What are the forces in platform ecosystems?

A

o Accretive – producers and consumers can swap positions if they wish
o Depletive – providers of platforms can control consumer interacitons (Netflix controlling what consumers get to see)
- Platforms should encourage accretive activity and mind depletive activities
(Van Alstyne, 7)

117
Q

What are the Qs to ask when platforms try to expand internationally:

A

o Is the entry asset light? (Uber’s was not)
o Are there large cross-country market differences? (cultural aspects, consumer behavior, etc.)
o Are switching costs high enough to sustain network advantages? (switch from Wolt to Bolt)
o What are non-market factors affecting the industry? (e.g., regulatory and political pressure)
(Ghemawati, 7)

118
Q

What is neo-globalism?

A

o New type of heterarchy
o Centralized units in charge of concrete value chain activities (potentially geographically dispersed), actively sharing info across units

119
Q

What is the doom-loop?

A

Phenomenon when successful people encounter failure - becoming defensive instead of learning, since they don’t know how to react to failures
(Argyris)

120
Q
  • Single loop learning
A

simple adjustments based on experience (thermostat changing temperature after measurement)
(Argyris)

121
Q
  • Double loop learning
A

more in-depth, questioning assumptions when learning (thermostat questioning if the measurement as a result of the measurement)
(Argyris)

122
Q
  • Espoused theory
A

concept that people say and believe they are adhering to (e.g., a manger saying his is open to feedback)
(Argyris)

123
Q
  • Theory-in-use
A

the actual behavior these people conduct
Usually involves defensive reasonings, creating a closed loop and limit learning:
 To remain in full control
 To maximize winning and minimize losing
 To suppress negative feelings
 To keep the perception of rationality – evaluating themselves based on self-defined objectives
(Argyris)

124
Q

How to tackle the difference between espoused and theories-in-use, HR needs to:

A

o Push evaluations to be analytical – proving the failures with actual facts
o Managers need to be introspective themselves
o Legitimize talking about things that weren’t previously talked about
o Senior managers need to be trained in new reasoning skills
(Argyris)

125
Q
  • Good method to evaluate if you’re right about a theory:
A

by sticking to testable empirical statements:
o “What would be the data that would make you change your mind?”
(Argyris)

126
Q
  • Hawthorne experiments ( what is it and the 3 examples of them)
A

experiment where variable changed due to interactions/relationships people had with others (before him, scientists thought that subjective variables weren’t important lol – people were just an object in a formal structure)
o 1st experiment – western electric, where presence of scientists trying to improve light had an effect, regardless of the lighting
o 2nd experiment – relay assembly test with 6 women, isolated from the rest of workers and interacted with and amongst themselves more
o 3rd experiment – bank wiring observation room, more sophisticated research methods with focus on a small group
(Jaffee)

127
Q
  • Conclusion of Hawthorne experiments
A

individuals in work groups can interact, communicate and establish norms - in some cases increasing levels of output
(Jaffee)

128
Q
  • Dickson and Roethlisberger HRM model
A

model depicting organizations as a social system, with a focus on 2 functions:
o Manufacturing products being efficient and cost effective
o Creating and distributing satisfaction to individuals in the organization
(Jaffee)

129
Q

What are normative guidelines according to Dickson and Roethlisberger?

A
  • Normative guidelines are unrwitten rules or norms that emerged and their impact was dependent on whether the informal organization facilitated or opposed the formal organization
    (Jaffee)
130
Q
  • Felt injustice syndrome
A

group norms developed around what was considered fair treatment (e.g., distribution of rewards)
(Jaffee)

131
Q
  • Law of individual differences
A

individuals bring different perspective and baggage to work
(Jaffee)

132
Q

Why sentiment towards work is important?

A

It is a social process that poses a continual challenge to management because it messes up the social equilibrium
(Jaffee)

133
Q

5 different types of total institutions

A

place of work or residence where people are cut off from community, together lead an enclosed, formally administered life:
o Homes for the incapable and harmless – blind, old, poor, etc.
o Homes for the incapable but a threat to the community – tuberculosis patients, mental cases
o Homes for the protection of society – jails
o Homes to perform technical tasks – army barracks, boarding schools, etc.
o Homes for the training of the religious – monasteries
(Goffman)

134
Q
  • Social establishments
A

buildings in which particular activity goes on
(Goffman)

135
Q

How can total institutions strongly motivate people?

A

by stripping away freedom and then micro-dosing in certain aspects
(Goffman)

136
Q

The breakdown of social structures:

A

Social structures:
1) Social institutions:
- Social norms:
a) Injunctive norms (what should be the case)
b) Descriptive norms (what is the case)
2) Organizations
3) Networks

137
Q

What are institutions?

A

something recurring, something you can rely on

138
Q

What are different types of social orders?

A

o Decided orders – rules, laws that were decided
o Informal orders (undecided) – cultural, social norms that weren’t decided (being punctual)
o Emergent orders – patterns or structures that evolve over time from individual’s interactions with the system

139
Q

Reflexivity

A

when people imagine something to be real, it will manifest itself and become real (e.g., bank run)

140
Q

Hindsight bias

A

I knew it all along! bias

141
Q
  • According to Maslow, there is a distinction between what?
A

o Human relations theory – necessity of structural reform to satisfy self-actualization needs and ego
o Human resources theory – scientific management of tasks and resources

142
Q

Why do we objectify and how:

A

to make it simpler on the mind and not have to analyze every single human ever (here are the main characteristics of objectification):
o Instrumentality
o Denial of autonomy
o Inertness – not being able to change
o Fungibility – being replaceable
o Violability
o Ownership
o Denial of subjectivity

143
Q
  • There are two ways to effectively manage people
A

o Teach them how to learn
o Put them in total institutions

144
Q

What does jail do to inmates (total institutions overall)?

A

kill the self of inmates (stripping them of all control and supports of the “self”)

145
Q

What is the connection between charisma and network centrality?

A

Centrality within a network brings the perception of charisma
(Balkundi)

146
Q

How are managers different to leaders?

A

Personality:
M) Rationality, control, PSing, hard-work, persistence
L) Brilliance, loneliness, no way to train great leaders

Relationship to goals:
M) Goals are needed for the org., impersonal – rational, market-driven
L) Market driving, active, personal about goals

Work:
M) Enabling process, planning, reducing tension, coordination
L) New perspectives, excite people via ideas, risk-seeking

Relations to others:
M) Work with people, low emotions, may lack empathy
L) More empathetic, rich with emotions, intense

Senses of self:
M) One born – easy life, regulator of existing order
L) Twice born – struggled, not taking for granted, not feel belonging

Development of leadership:
M) Childhood gives enough for harmony
L) Isolationism, feeling special, artist-esc, intensive relationships

(Zaleznik)

147
Q
  • Five psychological systems provide foundation for the world’s moralities (i.e., situations related to):
A

o Harm/care
o Fairness/reciprocity
o Ingroup/loyalty
o Authority/respect
o Purity/sanctity
(Haidt)

148
Q

What do liberals tend to value when it comes to moral psychological systems?

A
  • Liberals tend to recognize only care and fairness, while outside of Western culture all five are important
    (Haidt)
149
Q

What is delusion?

A

false belief contrary to everyone else’s opinion
(Haidt)

150
Q

What is Shweder’s view on ethics based on political views?

A

Ethic of autonomy:
World) Made exclusively of individual humans
Protect) Choice of individuals
Political view) Liberal

Ethic of Community:
World) Collection of institutions, families, etc.
Protect) Moral integrity of roles in society
Political view) Conservative

Ethic of Divinity:
World) God exists, souls are housed in bodies
Protect) Soul, spirit and nature
Political view) Religious right

(Haidt)

151
Q

What is the main problem described by Madisson (large contributor to the US constitution)?

A
  • Problem of managing tensions among divided society
    (Keeley)
152
Q
  • Burns (’78) proposed 2 different leadership methods:
A

o Transactional leadership – leaders exchange incentives for support from followers to satisfy both leader and follow purposes (most common form)
o Transformational leadership – transforms follower self-interest into common purposes & unites followers (supposedly better according to Burns and motivating)
(Keeley)

153
Q
  • 3 components of transformational leadership:
A

o Charisma
o Consideration for the individual
o Intellectual stimulation
(Keeley)

154
Q

What is Madissons argument on transformational leadership?

A

transformative leadership is high risk as it is not clear where it leads – dictatorship?

o Thus, transactional better as more predictable (no single transformative leader, instead, congress, boards and other power limiting measures) – Madison argues state and federal as the division
(Keeley)

155
Q

What is madissons suggestion to dealing with conflict due to self-interest?

A

o Removing the source of conflict – suppressing freedom of people trying to pull the blanket; persuasion
o Controlling the effects – checks one another, to make sure noones too powerful to take advantage of the weak
(Keeley)

156
Q

Problem with transformational leadership serving the majority?

A
  • Transformational leadership will still serve the majority, because we are all different – can be bad as well (Nazis)
    (Keeley)
157
Q

What is an example of the classical cognitive dissonance experiment?

A

(mundane task, paid a lot, paid a little, control with no teaching aspect or reward)
o 6$ person has cognitive dissonance (as they lied), finds intrinsic motivation to explain the dissonance and thus liked the experiment
o 120$ person has no dissonance as they felt like they were paid for a shit experiment
o Control did not lie and thus had no cognitive dissonance

(Ryan)

158
Q

What are the 2 types of motivation:

A
  • Extrinsic motivation – doing an activity for an external reason (some external interest)
  • Intrinsic motivation – doing an activity for the intrinsic satisfaction of the activity itself, based on:
    (Ryan)
159
Q

What are the different types of extrinsic motivation?

A

o External regulation – purely external demands
o Introjected regulation – someone wants this for you, so you do to avoid feeling something
o Identified regulation – identifying with the values behind the activity yourself, understanding its importance
o Integrated regulation – fully internalized (e.g., eating healthy)
(Ryan)

160
Q

What can extrinsic motivation be impacted by?

A
  • Extrinsic motivation can be influenced by the environment or context (Konrad’s example of video gaming before reading an article – doesn’t seem very fun!)
    (Ryan)
161
Q

What are drivers of intrinsic motivation?

A

o How novel the task is
o How challenging it is
o How aesthetically pleasing it is
(Ryan)

162
Q

Self-determination theory

A

highlights importance of human inner resources for development and self-regulation
o Methods for internalizing extrinsic motivations:
 Perceived Autonomy
 Perceived Competence
 Perceived Relevance
(Ryan)

163
Q

Intrinsic motivation can be hampered by:

A

o Extrinsic rewards
o Not only tangible rewards (e.g., deadlines, threats, directives, etc.)
(Ryan)

164
Q
  • Amotivation
A

lacking the intention to act (cause you don’t care or are scared)
(Ryan)

165
Q

What is the connection between well-being and different types of motivation?

A
  • Putting emphasis on intrinsic aspirations improves well-being, while the opposite for extrinsic aspirations
    (Ryan)
166
Q
  • 4 fundamental moral motives according to Rai:
A

o Unity (care for and support of in-groups)
o Hierarchy (respect rank)
o Equality
o Proportionality (sanctions based on merit)
(Rai 10)

167
Q
  • Null morality
A

lack of relationship leads to moral indifference
(Rai 10)

168
Q

What are the 2 systems of thinking?

A

o Analytical – prevalent in Western societies
 Focus on attributes of objects
 Reasoning is rule based
 Benefits: structured, analytical, simplified
o Holistic (or dialectical) – prevalence in East Asia
 Attention to context and relationships
 Objects viewed as part of a bigger system
 Benefits: More detail-oriented, considerate of both sides

169
Q
  • Fundamental attribution error
A

when you attribute an outcome too much on the individual instead of accounting for the context factors (more likely for Westerners)

MHD (1 decks)

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