week 8

Question 1

ways to navigate conflict with coworkers

Answer 1

1- your prespective is 1 upon many
2- be awrae of bias
3- dont make it me against them
4- be clear about goals
5- mostly avoid gossip
6- exoeirment to find out what works
7- be and stay curious (Certainty is the enemy of change, adopt a curious mindset to hope troubled relationship can be improved, Curiosity wars off confirmation bias)

Question 2

3 types of bias

Answer 2

fundmental attribation: to assume that other people’s behavior has more to do with their personality than with the situation
-confirmation bias: tendency to interpret events or evidence as proving the truth of existing beliefs
-affinity bias: an unconscious tendency to align with people who are similar to us in appearance, beliefs, and background less like us = less comfy

Question 3

when not making me against them what to do

Answer 3

o Imagine not 2 but three entities in situation: include the dynamic like decision or tension

Question 4

risk of gossip

Answer 4

heighten confirmation bias

Question 5

when is coordination more important

Answer 5

when team memebrs rely on rely on each other to accomplish goals

Question 6

• Level of reliance within a team determines how important what is

Answer 6

how important coordination is for team’s success

Question 7

more challenging coordination when?

Answer 7

memebershp changes, low task consistency, team work diff locations, team has different expertise areas

Question 8

4 important teamwork behaviour

Answer 8

monitor (mantain SA, Being aware of what’s going on within and outside the team that may affect success )
2- provide back up/ support
3- adapting (learning from experience and making adjustments to address needs and improve performance)
4- managing emotion/conflict to mantain morale

Question 9

comprehensive model of monitoring

Answer 9

1- perception: aware whats going on alert to what team experiencing
2- comprehension is interpreted in meaningful way
3- projection is forward look anticipate what happen when take these actions

Question 10

monitoring intiates other coordination behaviours which are and lead to what

Answer 10

backup/ support, adapting, manage emotions
leads to effectiveness

Question 11

o Effective teams generally monitor three things

Answer 11

one another, team performance, conditions in which they operate

Question 12

what are conditions

Answer 12

what going on could affect us, what coming up we should be aware of, any changes in demand/workload etc., given situation what changes should we make

Question 13

how is monitoing distrubted

Answer 13

collectivley

Question 14

how to improve SA by ID where problem lies

Answer 14

o If important things going un-noticed: allocate problem scan time, clarify expectations, have people pay attention to specific areas
o If team not sharing observations: make sure everyone knows who to communicate with
o If team could be better at interpreting engage in periodic what might that mean convos

Question 15

how improve SA by provide backup

Answer 15

o Can take several forms: advice/feedback to do better, assisting, filling in for someone

Question 16

offering support is function of 3 factors

Answer 16

 Monitoring: in position to recognize may need support
 Expectations: do I believe I am supposed to help out and am I willing
 Capability: do I have the competencies and time to do good support job

Question 17

when seek assitance function of 3 factors

Answer 17

 Monitoring: recognize I may need assistance
 Expectations: do I believe is acceptable to seek help
 Capability: do I know ho has skills necessary

Question 18

influences on effective bakcup

Answer 18

easier to back up when share skills/ responsibility
-backup more likley if familiar with each other
- Team member who receive continual back up may start to decrease work done over time may lead to social loafing

Question 19

what is transactive memory

Answer 19

know who on team has expertise

Question 20

improving back up behavior’s by 
If because expectations aren’t clear

 If isn’t clear when needed:

 If not help because lack skills:

 If don’t help because not motivated;

 If people don’t ask for help when they should:

Answer 20

 If because expectations aren’t clear
* Clarify situation, actively guide someone to step up and help, thank people for helping
 If isn’t clear when needed:
* Conduct team coordination analysis which answers: who might need support and what for, who should help out and what should they help advice, assistance, fill indo they have skills and if not how to prep them
 If not help because lack skills:
* Conduct targeted cross training which is simply training another team member to perform other job
 If don’t help because not motivated;
* Modify reward/ recognition practices
* When hiring new team members look for people who have a strong collective orientation
 If people don’t ask for help when they should:
* Uncover why they unwilling
* Examine consequences of seeking help

Question 21

adapting is essential for any

Answer 21

any team i non static environment

Question 22

adapting beings with effective monitoring

Answer 22

triggered by cue: Team need to recognize what happen and then go emergency mode
occur through reflection: driven by recognition of a gap, change in environment or awareness that team ay be able to do something better then in past.

Question 23

process of how team adaptation works

Answer 23

leader behaviour makes differnces
- too much agreement can derail adaptation
-learning is good but too much is issue because * Overemphasize learning can = process that compromise short term performance

Question 24

managing emotions and conflict involves

Answer 24

o Team coordination also about taking proper actions to manage team member’s emotions and deal with conflict when arise

Question 25

types of conflict

Answer 25

 task conflict (about work content and outcomes), interpersonal conflict (about personal issues), and process conflict (about work logistics; e.g., who gets assigned certain tasks).

Question 26

team conflict affect team differenlty by

Answer 26

• High interpersonal or process conflict = lower team performance
• Task conflict more conflicted not necessarily = worse performance

Question 27

influences that make task conflict more constructive

Question 28

how composition of team matter in conflict

Answer 28

• teams made up of individuals who scored higher on “openness to experience” or on “emotional stability” = benefit from task conflict, even need task conflict to do good

Question 29

status of disagreeing person in conflict

Answer 29

• disagreement started y higher status individuals more likely result in subsequent argument

Question 30

what is more important conflict or way to handle it

Answer 30

way to handle

Question 31

tip manage team cobflict

Answer 31

1- recognize is normal, not feasible to avoid
2- take time to address interpersonal agreements between each member
 3-some conflict best handled in private: between two people should be handled in private
 4- surface and discuss concerns: small concern unchecked can = large one
 5- make deposits to create a sense of psychological safety (admit own mistakes)
 6- frame disagreements so they about work not person
7- process conflict has a cost: disagree how work is assigned negatively related to performance
8- know the team: different people = different norms and okness with conflict
 9- know yourself: Knowing your tendencies can enable you to tone it down or amp it up accordingly.

Question 32

why do we get defensive

Answer 32

don’t want to experience un-comfy feelings within self

Question 33

defensivness causes

Answer 33

• Defensiveness causes us to spend more time and energy on self preservation vs problem solving
  o Distorts reality through projection which is when someone tends to see their own fears and feelings in other people project own feelings on to other people.

Question 34

sign of defensivness

Answer 34

shutting down, blaming, jump to conclusion, flood info

Question 35

how to decrease defensivness

Answer 35

increase self awarness

Question 36

• Defensiveness action plan

Answer 36

o Take responsibility for yourself
o Slow down
o Confront negative self talk
o Check your assumptions
 Biggest problem with assumptions is rigid we hold with them
o Detach
 Helps from act inappropriately
 And detach from over identification
o Start over

Question 37

1 on 1 convo tips

Answer 37

o Put person at ease let them know you having a discussion, let them know the topic
o Discuss the issue  provide backup, observation and notes
o Ask what they need often missed, let them speak on life/challenges, what they need to resolve issue
o Develop an action plan make it easier to fix issue, lay out consequences

Question 38

does profit = success

Answer 38

oProfitable companies can and do go bankrupt by running out of cash. If profit levels are too low, investors will not see enough of a return and the company will not have enough money to grow, due to lack of cash or lack of investors.

Question 39

conflict stages SDI

Answer 39

1- self, problem others
2- self problem
3- self

Question 40

blue conflict stages

Answer 40

1- want to accomodate
2- conditionally give in and dfer
3- feeling give up

Question 41

red conflict stages

Answer 41

1- assert oneself
2- prevail on issue
3- driven to fight

Question 42

green conflict stages

Answer 42

1- analyze
2- disengage and clarify
3- driven to retreat