MGMT 301

WYSIATI

"What You See Is All There Is" - System 1 will refuse information it doesn't have, measure success by the story it creates (not information provided). With "lazy" system 2, it will endorse system 1's beliefs (people who see one side are more confident than people who see both) (explains Overconfidence, framing effects, and base-rate neglect) Example of knowing humor and guessing GPA People who here one side of argument are more confident than those that hear both (coherence of story that matters, not completeness)

Steven Pinker

- Evolution led us to evolve with cognitive, emotional, and moral faculties evolved for an archaic environment - Not intuitive scientist, rather like intuitive lawyers and politicians, marshaling evidence that confirms their convictions while dismissing evidence that contradicts them. Overestimate abilities, overgeneralize, stereotype, and more -People demonize those they disagree with -People see violence as moral, not immoral

Tegmark

- Human brain is evolved so that it would not spend too much time on abstract thought because it takes away energy from other tasks - We consider things beyond out comprehension (like going fast slowing down time) to be "weird"

Elliott Example

-After MLK died, had to explain to 3rd graders what it meant -Split class by eye color and told half they were superior. Then switched which group was. Saw how people treated each other differently. -Example regards putting hooks in memory

Why do we slip so easily into abstraction?

-Because the difference between an expert and a novice is the ability to think abstractly -Novices perceive concrete details as concrete details. Experts perceive concrete details as symbols of patterns and insights that they have learned through years of experience; want to take on a higher level.

Inputs

-Distinguish between inputs at individual, team, and organizational level -Diversity refers to all the characteristics in which team members can differ (example, age, gender, cultural background, physical ability, IQ, etc)

WYSATI and Biases in Creative Thought

-Frame design of product before -One line on page for design

Effect on Feedback

-General and self-focused (not very effective) -Concrete and task-focused (effective)

What is concreteness?

-If you can examine something with your senses, it is concrete -V8 engine is concrete, high performance is abstract -Concrete helps people understand new concepts; abstraction is the luxury of the expert -Asian schools better at teaching math through concrete examples -Accounting course that uses real examples of "students' business"

Made to stick

-It is easier to understand tangible actions than to understand an abstract strategy statement (Abstraction makes it harder to remember)

Velcro Theory of Memory

-People think of memory as putting it in storage -It is more like velcro. Tons of hooks cause it to shut. Brain hosts a ton of loops, and the more loops an idea has the better it will cling to memory. Childhood home has a gazillion hooks while new credit card number only has one.

TNC

-Used to be "bucks for acres" but began to buy environmental easements -Easements less concrete than acres one could walk around on -Want to break up big abstract goal into smaller sub goals (protect landscapes rather than acres) -Made up catchy names for the landscapes

Summary of Problems Related to "Directing the Rider"

-We often fail to communicate clearly about the destination because of psychological distance -We often fail to communicate clearly about milestones because of attention limitations -We often fail to communicate clearly about individual tasks because of the curse of knowledge Concreteness can solve all of the above; construct a vivid mental scene of the destination and concretely highlight two or three key stepping stones; clarify individual tasks (suggest behaviors your colleagues can enact)

Curse of Knowledge

-When better-informed people find it extremely difficult to think about problems from the perspective of lesser-informed people. -Solution is to speak in a language both parties understand (find the universal language, which will be concrete) -Use too much jargon -Why the best athletes struggle to coach and smartest people are not best teachers

Tasks for Suitable for Teamwork are:

1. Complex - so that they put demand on team cognition and team learning 2. Autonomous - so that teams can find out how they best perform 3. Interdependently carried out - so the tasks demand teamwork 4. Complete - so that the team is responsible for a chain of inter-related tasks that are varied, make use of different KSAOs and provide task identity

Five Foundations of Human Morality - Haidt and Joseph

1. Harm/care (Care for vulnerable) 2. Fairness/reciprocity (Cooperate with those who cooperate with you) 3. In-group/loyalty 4. Authority/respect (Defer to authority) 5. Purity/sanctity - dark side of Holocaust/racial purifying Probably more, but only list 5

Ways of coaching that are most often integrated

1. Motivational coaching focuses the effort of team members 2. Consultative coaching aims to influence the performance strategy of a team 3. educational coaching addresses the knowledge and skills of team members.

WYSIATI Biases

1. Overconfidence/Availability Heuristic - Confidence that individuals have in their beliefs depends mostly on the quality of the story that they can tell about what they see, even if they see little. Often fail to allow for the possibility that we are missing information. Also, associative system tends to settle on a coherent pattern of activation and suppress doubt and ambiguity 2. Framing Effects - Different ways of presenting the same information often evoke different emotions. (90% survival better than 10% mortality) 3. Base-rate neglect - Base rate fallacy, or base rate neglect, is a cognitive error whereby too little weight is placed on the base, or original rate, of possibility (e.g., the probability of A given B). In behavioral finance, base rate fallacy is the tendency for people to erroneously judge the likelihood of a situation by not taking into account all relevant data. Instead, investors might focus more heavily on new information without acknowledging how this impacts original assumptions. 4. Anchoring 5. Under-sampling negative experiences (Denrell) -> Won't go back if food is bad or meet person again if bad first impression 6. Misforecasting well-being (Gilbert; Schweinsberg)

Four main characteristics that distinguish teams from other groupings or "pseudo-teams"

1. Reflexivity - Teams discuss, reflect upon, and evaluate their on-going work and cooperation. They review their performance systematically, while pseudo-teams' communication is restricted, to, for example, the sharing of information for coordination of individual tasks. Teams reflect on habitual routines, such as how to coordinate work, and how these habitual routines might impede effectiveness and satisfaction - creating an opportunity to develop a shared understanding of the tasks and how to perform. 2. Task Interdependence - Tasks vary in how closely team members need to work together to complete the task. Task interdependence is the degree to which members of the team are mutually dependent on the others. 3. Shared Objectives - In pseudo-teams there is no shared understanding of what the goal is, and what the team should strive for. A team has a common goal that regulates what different team members do and how 4. Boundedness - In a team, members identify with their specific team. Pseudo-teams are permeable to a degree that creates uncertainty about who the team players are. If team members do not have a sense of belonging to the team, they will be less motivated to contribute to the team and invest less in creating relationships with the others.

Why is Concrete Information so Powerful?

1. Vividness heuristic 2. Identifiability heuristic

Process Tasks of Team Leadership

1. building and maintaining the team as a functioning unit, in other words making sure that the right team members are in the team and that team processes are functioning well 2. coaching and supporting, in the form of direct interaction, interventions (when needed), establishing communication and exchange in the team, and creating and supporting learning processes.

Four Types of TMMs impact on team effectiveness

1.knowledge about the task, expected results, performance requirements, standards, task-related problems (task mental model); 2.knowledge about equipment, tools, and resources, (equipment mental model); 3.knowledge about each other; team composition and resources, team members' preferences, values, habits and KSAOs (team member mental model); 4.knowledge of effective ways of interacting in teams (team interaction model).

Action Trigger

A mental plan to do something. The decision to execute a certain action when you encounter a certain situational trigger. Value in the sense that you are preloading a decision. Can't force someone to do something they really don't want to do. Has to be fairly specific. More useful for hard than easy goals.

Input-Process-Output Model

A model that provides links among team inputs, processes, and outputs, thereby enabling an understanding of how teams perform and how to maximize their performance. Inputs - Antecedents that enable and contrain team processes Processes - Interactions between team members Outputs - The outcomes of teamwork Although a static model, stress the dynamic components that underline it

Exception Question

A solution-focused technique used to offset family members' tendency to focus on what is wrong in their lives. Therapists ask clients to recall the times when they did not have the problem when they ordinarily would or times they had the problem, but solved it.

Destination Postcard

A vivid picture from the near-term future that shows what could be possible

According to Heath and Heath, which set of STORIES serve as the perfect example of what's Made to Stick?

Aesop's Fables

psychological safety

Amy Edmondson (1999) introduced the concept of psychological safety that describes how safe it is to take risks in challenging the status quo, and of questioning habitual routines and the usual way of thinking. This certainly is an important input to team reflex-ivity. Raising critical viewpoints is possible when the affective climate is safe for inter-personal risk-taking. Team members feel free to speak up without risking being ridiculed or personally criticized.

ATM

Bank tired of leaving ATM card in machine, so you have to remove it to get cash

Solving Big Problems

Big problems are rarely solved with commensurately big solutions. Instead, they are most often solved by a sequence of small solutions, sometimes over weeks, sometimes over decades. Rider usually looks for a solution that befits the scale of it.

Hands off Leadership

Big-picture hands-off leadership isn't likely to work in a change situation, because the hardest part of change - the paralyzing part - is precisely in the details. To spark a movement in a new direction, you need to provide crystal-clear guidance. Can't script every move, rather just the critical ones

Antidote to Psychological Distance

Concreteness - Concrete communication involves sights, sounds, smells, events, and experiences

Motivation Based Framework

Draws straight from the accepted definition of motivation (directing, initiating, and maintaining effort) 1. How to provide clear direction? (problem that we don't naturally think or communicate clearly about the future) 2. How do we spark people into action? (People have a very hard time getting going on most tasks - have finite emotional resources) 3. How do we heighten persistence (problem that traditional approaches to influence are misguided, costly, and short-lived)

According to Kotter and Cohen,the best way to fight inertia and indifference is with analytical arguments

False

Having more options energizes us to analyze each one rather than opting for the default option

False

T/F: Max Tegmark says that the human mind is not limited in its ability to comprehend the world at large

False

Memory acts like a filing cabinet, where we story away our thoughts, ideas, and personal experiences

False; acts more like velcro, requiring tiny loops and hooks

What is the greatest motivation for the elephant?

Emotion

Liberman on Brains

Evolution has designed our modern brains to be wired for 'reaching out to and interacting with others' (Lieberman, 2013, p. 9). Individuals are social animals: they have social needs for affiliation and know how to make use of social interaction.

Kozlowski and Bell Work Groups

Groups are composed of two or more individuals, share one or more common goals, exist to perform organizationally relevant tasks, exhibit task interdependencies, interact socially, maintain and manage boundaries, and are embedded in an organizational context that sets boundaries, constrains the team, and influences exchanges with other units in the broader entity.

"pseudo-teams"

Groups called teams but in which members mainly carry out their work individually.

The Elephant and the Rider Metaphor

Haidt says that our emotional side is the Elephant and our rational side is the rider. Perched atop the Elephant, the Rider holds the reins and seems to be the leader. But the Rider's control is precarious because the Rider is so small relative to the Elephant

Change Based Framework of Interpersonal Influence

Heath and Heath's Switch

WYSIATI & Bad

If "what you see is all there is", then concrete detail will more strongly influence how we think and feel than abstract ideas. We often focus on the bad. But is there some good there too?

Impact of Loyalty to Ingroup

If we are wired to believe that loyalty to our ingroup and deference to authority are morally virtuous, then we are likely to overweigh solidarity and underweigh divergence of thought when working in teams. We'll be worried about throwing out unusual suggestions, and we'll create conditions that promote cohesiveness, but stifle dissent.

Time Machine

If you say use a time machine and describe what you see, results are more vivid than saying "make your vision vivid"

Milk

In back of the store

Most important issue in driving change

In highly successful change efforts, people find ways to help others see the problems or solutions in ways that help influence emotions, not just thought. Speak to elephant and the rider

See-Feel-Change

In most successful change efforts, this is the order.

Bright Spots

Look at what is working instead of what is broken. Too often, Rider focuses on the negative. People spend more time looking at bad photos than good photos and bad stuff is stickier than good stuff. People are more likely to spontaneously bring up bad than good things.

Micro

Meeting individual's needs of job satisfaction, health and growth

decision paralysis

More options, even good ones, can freeze us and make us retreat to the default plan Decisions are the Rider's turf, and because they require careful supervision and self-control, they tax the Rider's strength People more likely to buy jam if only 6 options vs 24 Ambiguity also leads to decision paralysis. When the road is uncertain, elephant insists on taking the default path

Analyze-Think-Change

Most people think change happens in this order. This works well when parameters are known, assumptions are minimal, and the future is not fuzzy. Not often the case though...

Convergence and Divergence

Need both convergence and divergence when working in groups, but evolution primarily selects for convergence

Social Loafing

People put in less effort in rope pulling as a team. Two potential reasons 1. Free Riding - think team will do enough 2. Sucker effect - team workers notice that others do less, which causes a reduction in their own efforts, so that justice is served and effort is perceived to be fairly distributed between team members.

Concrete Goals

Put a man on moon is way better than something more complex

Rider Great Weakness

Rider tends to get lost in analysis. First instinct is to offer up data to people's rider. Rider loves to analyze and poke holes in data. However, if you provide an image of where to go, the Rider will use its efforts to get there.

The human mind is designed to remember CONCRETE WORDS words more easily than_ABSTRACT CONCEPTS.

TRUE

Team Climate

Team climate refers to the team's shared understanding of what should be aimed for. Pirola-Merlo et al. (2002) defined it as 'the set of norms, attitudes, and expectations that individuals perceive to operate in a specific context'

Meso Outcomes

Team viability and learning

What is the Paradox created due to decision paralysis called?

The Paradox of Choice

Why should organizations invest in teams as the work unit?

The main reason for organizing work in teams is probably the idea of synergy: 'The whole is more than the sum of its parts.' When teamwork in the workplace functions well, it may result in outcomes for individual, team, and organizational levels.

Enacting unfamiliar actions and halting old bad habits

The prospects of change is exhausting, even when we know it will be good for us (marshmallow experiment). Those asked to hold in emotional reactions when watching videos of sick pets performed worse on physical exertion tasks.

Cohesion

The team members' commitment to the team is described as cohesion, 'the resultant of all the forces acting on the members to remain in the group'

Illusion of Transparency

The tendency of individuals to believe that how they feel is much more apparent to others than is really the case (i.e. nervousness before public speaking and taste testers predicting how many people would detect which soda they thought was disguising)

Identifiability heuristic

The tendency to be influenced by one identifiable individual rather than multiple unidentified individuals

Vividness heuristic

The tendency to change the behavior of others based on small samples of information conveyed with rich sensory detail rather than large samples of information conveyed with statistics.

According to Kotter and Cohen, change works when leaders speak to thought and emotions, the Elephant as well as to the Rider.

True

Concreteness helps to avoid the trap of abstraction

True

Ideally, goals should appeal to the Elephant and the Rider

True

In general, the curse of knowledge describes, abstraction due to differences between expert and novice perspectives

True

TBU

True but useless

Benefit of Teamwork

Ulich and Weber (1996), among many others, report high intrinsic motivation, personal development, enhancement of skills and qualification as well as a reduction of workload and stress as positive effects of teamwork. Mutual support in teams promotes health and satisfaction and reduces burnout rates

Viability

Viability is the 'team's capacity for the sustainability and growth required for success in future performance episodes' (Bell & Marentette, 2011, p. 279). It is a team-level outcome that is important to the team taking on future challenges. Moreover, team learning and knowledge management are supported because team members share their exper-tise and are involved in a mutual learning process

Push and Pull

Vividly describe undesirable aspects of the status quo (push) and provide a vivid view of a desirable destination as well as the milestones and daily work needed to get there (pull)

Psychological Distance

We have a difficult time conceptualizing the distant future in concrete terms. Reading a book tight now is following lines of print, while reading a book in the future is about gaining knowledge

Why we struggle to provide clear direction

We struggle to provide clear direction to others (and ourselves) because we do not think concretely about the distant future and we underestimate other peoples' attentional limitations Antidote: The antidote is to construct a vivid mental scene of the destination and concretely highlight two or three key stepping stones

Daniel Kahneman coined the acronym WYSIATI. What does WYSIATI stand for?

What you see is all there is

team trust

With experiences over time a climate might develop where team members rely on each other, and have confidence in each other. To trust is to be willing to be vulnerable to another's actions as you feel con-fident that the other will perform a particular action important to you, without you being able to control what happens. Psychological safety and team trust are impor-tant for team reflexivity and team learning, as people tend to act in ways that inhibit learning when they face a potential threat or embarrassment (Edmondson, 1999). Team trust has been shown to help teams handle conflicts, as task conflicts can be tolerated and dealt with without turning into destructive inter-personal conflicts

Aesop

Wrote some of the stickiest stories, in large part because they are stories that are concrete

According to Kluger & DeNisi (1996) which type of feedback is more effective? a) Concrete and task focused b) General and Focused c) 360 Degree Feedback d) Management by shouting e) Concrete and person focused

a) Concrete and task-focused

Steven Pinker asked, "Are we intuitive scientists or intuitive lawyers?" Ideally we would be? a) Intuitive scientists b) Intuitive lawyers c) Neither

a) Intuitive scientists

When we fail to allow for the possibility that evidence that should be critical to our judgement is missing? a) Overconfidence bias b) Anchoring bias c) rational thinking d) Emotional intelligence e) Asymmetry based on limited informatino

a) Overconfidence bias

The illusion of transparency is a trap that we fall into when communicating with other people. It is described by all the following EXCEPT a) You underestimate how obvious you think you external cues are to outside observers b) You overestimate how obvious you think you external cues are to outside observers c) Rich internal experience d) Constant running inner monologue

a) You underestimate how obvious you think you external cues are to outside observers

team cognition

an emergent state that refers to the manner in which knowledge important to team functioning is mentally organized, represented, and distributed within the team and allows team members to anticipate and execute actions' (p. 33). Some argue that the term team knowledge is a more suitable term, as cognition can include a wide range of cognitive phenomena at the team level. Knowledge facilitates perfor-mance

Which is one of the biggest enemies of change? Hint: Leads to a feeling of exhaustion a) Fear b) Ambiguity c) Lack of skills d) Lack of understanding

b) Ambiguity

Which of the following decisions will more likely cause decision paralysis? a) Choosing a sweater out of 5 options b) Choosing a jam out of 30 options c) Choosing a plate at a restaurant out of a simple one menu page

b) Choosing a jam out of 30 options

According to Kotter and Cohen, which sequence works better in realizing big change efforts: a) Analyze-Think-Change b) See-Feel-Change c) See-Act-Do d) Analyze-Change-Change

b) See-Feel-Change

Which bias in judgement does NOT stem from WYSIATI? a) Availability heuristic b) Mis(forecasting) well-being c) Over-sampling of negative experiences

c) Over sampling of negative experiences

According to Heath and Heath, what is the most essential first step to ignite change? a) Having a compelling big-picture vision, and conveying such vision b) Forming a change-leading team with the best talent c) Set crystal-clear guidance by scripting the critical moves

c) Set crystal-clear guidance by scripting the critical moves

Haidt & Joseph talked about how across every culture people are born with an innate sense that five things are morally good EXCEPT? a) Caring for vulnerable people b) Cooperating with those who cooperate with you c) Being loyal to your group d) Deferring to authority e) Being "Pure" f) Being "righteous"

f) Being righteous

What does IPO stand for?

input, process, output

KSAOs

knowledge, skills, abilities, and other characteristics

Macro Outcomes

results related to organizational objectives, e.g.,innovation

Collective Efficacy

shared belief in the team's collective capability of organizing and executing actions to attain a certain level of performance in relation to a goal. Different experiences of carrying out challenging tasks and performing well will over time give the team a sense of collective efficacy. It is not the mean value of different team members' appraisal of their self-efficacy, but a concept describing the team members' appraisal of the team's collective efficacy in a specific task. Team efficacy grows with the team taking on challenging tasks, and hence it is closely related to whether the task is complex and puts demands on learning

Team Mental Models

team members' shared, organized understanding and mental representation of knowledge about key elements of the team's relevant environment