week 6

Question 1

balance score card 4 views

Answer 1

1- financial: usually shareholders
2- customer: do they like product
3- internal: can you efficiently deliver what customers want
4- learning/growth: can you continue to provide value

Question 2

who should choose what to take in when feedback

Answer 2

reciever, people who recieve feedback quickly adpat to role, higher satisfaction too

Question 3

3 factors determine reaction to feedback

Answer 3

1- baseline: how happy you are to exclusive events outside life
2- swing: when get +/- feedback how much effect you
3- how long to baseline after feedback

Question 4

critical factor in feedback convo

Answer 4

does person know about themsleves, must have comfort in holding difficult convo, value added in system is person who delivers it

Question 5

annoyance vs buttons pushed

Answer 5

teflon vs velcro, IQ drop of 20 points when buttons pushed

Question 6

2 ways to manage buttons

Answer 6

1- become more aware
2- have others stop pushing them

Question 7

3 steps to unhook buttons

Answer 7

1- describe situation and feelings
2- explore story and what pther person thinking to do this
3- explore underlying fear of vunerable places inside you may get triggered by that (ask why bother me so much)

Question 8

managers ability to deal effectivley depends on

Answer 8

1- diganose and understand differences
2- awarness of ability to select correct from appropriate behaviours
3- awarness to deal with own feelings

Question 9

2 basic assumptions underlying approach to this problem (management of differnces)

Answer 9

1- differences among people shouldnt be good or bad
2- no right way to deal with differnces

Question 10

three diagnostic questions of differneces

Answer 10

1- what is nature of differneces, 4 kinds (1- facts including acceptance of them, 2- goals, 3- methods strategies to achieve goals, 4- values or way power should be excersized)
2- what factor underlie differences: ask why differences exists, perceive info differently ( 1- info factors: disagree to nature of problem, 2- perceptual: different images of same stimulus, 3- role factors: exert influence based on status
3- what stage has interpersonal differences evolved: conflict pas throguh stages

Question 11

5 stages of conflict development

Answer 11

1- anticipation: when info release, how consequnce handle
2- conscious but unexpressed dispute: feeling of dispute no info but build up
3- discussion: info presented, opinons emerge
4- phase open dispute: differnces sharpen into more clearly defined points of view
5- open conflict: committed to particular position on issue

Question 12

• situation in which the manager has time to anticipate and plan for an impending dispute, we suggest that the general approaches typically available to him are

Answer 12

a) avoidance, (b) repression, (c) sharpening into conflict, and (d) transformation into problem solving.

Question 13

avoidance strategy is

Answer 13

promote peopl with similar experience
- good if org rely on conformity
-reduces total creativity

Question 14

repression strat is

Answer 14

keep differences under cover by emphasizing loyalty, cooperation and teamwork and conflicting parties only come together in highly controlled situation
- good when diff is not releveant to task
-danger is if difference’s important feelings may have expressed indirectly, in way that can lower productivity

Question 15

sharpen into conflict

Answer 15

recognize difference and create arena where can fight it out make sure understand rules and facts
- appropriate when is educational
- danger is can destroy future effectivness and costly, words have scras

Question 16

transform to problem solving strat

Answer 16

: more heads = more set of experience can use to solve better with more info
-good when providing open and accepted approach, manager prevents bad feelings
- danger is requires time

Question 17

what is enriched problem solving

Answer 17

turn conflict into problem solving

Question 18

nine steps to enriched problem solving

Answer 18

1- welcome exestinece of differneces
2- listen with understanding not eveluation
3- clarify of conflict to become more productive
4- he can acceept feelings of indivuals involved
5- suggest procedurs and ground rules to resolve differences ( remind common objetive
6- primary attention to mantain relationship
7- create approapriate communication vessles
9- suggest procedure which faciliate problem solving (seperate idea from person)

Question 19

• Behavior of managers who handling of personal difference’s strongly handled by personal feelings/needs

Answer 19

o Surrounding with yes men
o Emphasizing loyalty
o emphasizing loyalty and cooperation in a way that makes disagreement seem equivalent to disloyalty and rebellion.
o A persistent tendency to “pour oil on troubled waters” whenever differences arise.

Question 20

types of feedback ACE

Answer 20

1- appreciate: acknowledge that someone has done soemthing valuable
2- coach: aimed to try to help someone learn and grow
3- evaluate: provide feedback on soemthing importtanrt

Question 21

FIRO theory

Answer 21

fundemntal interpersonal relations oreinattion
- people want to feel: significant, compenetent and liked
interpersonal fears: ignored, embassed, disliked
- these feelings effect way we behave regardin: inclusion, control and openess

Question 22

we give feedback to

Answer 22

improve, not bias in analyze self, build common interest, learn about self, alleviate pressure

Question 23

o Receive feedback by

Answer 23

ask questions, not take personal, assume not to offend, effectively listen, listen and give thought

Question 24

barriers of feedbakc

Answer 24

close minded, language and culture, understand purpose of feedback, different people have different ways

Question 25

1- what is nature of differneces, 4 kinds

Answer 25

(1- facts including acceptance of them, 2- goals, 3- methods strategies to achieve goals, 4- values or way power should be excersized)

Question 26

what f factor underlie differences

Answer 26

1- info factors: disagree to nature of problem, 2- perceptual: different images of same stimulus, 3- role factors: exert influence based on status