MGT 310 - Exam 2

Methods to restore imbalance of equity distress

1. alter the ratio - change your inputs/outcomes 2. cognitive distortion - change perception of self/others 3. change your comparison to others

Problems with cooperation

1. conformity - resistance to change & outside influence 2. Abilene paradox

Conflict resolution approaches

1. confrontation 2. accommodation 3. avoidance 4. collaboration 5. compromise

Conditions of brainstorming

1. criticisms are forbidden 2. free thinking is encouraged 3. numerous ideas are sought 4. building on ideas of others is good

Reasons for competition

1. culture 2. personality 3. organizational rewards

Overcoming problems with cooperation

1. trust 2. communication 3. encourage altruistic norms - doing something to help another person with no expectation of reward

Reasons lack of conflict can be a problem

1. unhealthy agreement 2. domineering leader 3. routine

Communication processes

1. verbal communication 2. nonverbal communication 3. communication within teams

Determinants of entrepreneurial team performance

External environment, Entrepreneurial team composition, Entrepreneurial team processes

3. Obscuring or distorting consequences

F. Reduce the amount of consequences/minimize the severity of a single consequence

True or False: Brainstorming is superior to individuals working alone

False

C. Advantageous comparison

comparing yourself to someone else because they're actions may be considered worse to make your look better

Intergroup competition

competition between different teams

Full participation approach to decision making

consensus: discussion of issues until all members agree

Illusion of invulnerability

members have optimistic perceptions about their decisions which leads to extreme risks, usually for the worse

Shared leadership

notion that leadership functions can be shared or performed by various members of a team

Formal tech transfer

occurs when an organization formally discloses their new invention to another entity

Informal tech transfer

occurs when someone avoids the official system/entity process and goes straight to market; technically illegal

Cognitive Interference

occurs when there is a disruption of thinking that occurs when one is waiting on their turn to talk

Patent

official document that confers right or privilege to solely make, use, sell one's own invention

Technology transfer

process through which a new invention or innovation is turned into products & commercialized

Team leadership

process where an individual or individuals influence the progress of team members towards achieving mutual goals

2. Minimization of the role

D. displacement of responsibility E. diffusion of responsibility

E. Diffusion of responsibility

as the number of bystanders increases the personal responsibility that an individual bystander feels decreases

Anchoring effect bias

attaching oneself to the first set of information they hear Ex: see a t-shirt for $1,200, the a second one for $100, I'll think the second shirt is cheap even though its not

Gambler's fallacy

belief that a random event is more or less likely to happen based on results from previous events (out of one's control) ex: getting black 3 times on roulette means red will be more likely next

Situational approach to leadership

understand substitutes for leadership adjust leadership style relative to readiness of team, etc.

accommodation

"I give in" Low assertiveness, high cooperativeness

Confrontation

"I win; you lose" High assertiveness, low cooperativeness

Compromise

"give a little, get a little Very middle

Avoidance

"leave me alone" Low assertiveness, low cooperativeness

Collaboration

"we win" High assertiveness, high cooperativeness

Big 5 personality characteristics

1. agreeableness 2. conscientiousness 3. neuroticism, 4. extroversion 5. openness

When individual decisions are superior

- action from most members not required - simple - quick (Want to avoid process loss)

When group decisions are superior

- team competition - good communication - need for teams (Want to aim for process gains)

What is need for observational learning to work

1. Attention 2. Retention 3, Initiation 4. Motivation

Unhealthy sources of conflict

1. Competition over power, reward, & resources 2. Conflict b/w individual & team goals 3. Poorly run team meetings 4. Personal grudges from past 5. Faulty communication

Aspects people have when they're creative

1. Domain relevant skills: good at your job in that domain 2. Creativity relevant skills: need domain relevant skills to do this 3. Task motivation: motivation to create

Groupthink decision symptoms

1. Illusion of invulnerability 2. Direct pressure on dissenters 3. Self-censorship 4. Illusion of unanimity 5. Mind guards

Types of reward system approaches

1. Individual 2. Team 3. Organizational 4. Hybrid

Ability to become self-managing team depends on...

1. Routine tasks 2. Clear goals 3. Experience in task performance 4. Teamwork experience

Factors that alter the effectiveness of reinforcement (& punishment)

1. Satiation/deprivation: how much a person needs a reward 2. Immediacy: quick consequence is better than delayed one 3. Contingency: predictable rewards 4. Size: how much of a reward

Types of performance measures

1. Specific & quantifiable goals set ahead of time 2. Team participation

Ways to manage virtual team conflicts

1. Stop using electronic messages to advocate opinions or express emotions 2. Leader intervention 3. Face-to-face meeting

Types of performance evaluations

1. Traditional individual evaluations 2. Teem peer evaluations 3. Evaluations of the team

Group technique approaches to decision making

1. democratic 2. mathematical techniques 3. structure decision techniques

Healthy sources of conflict

1. focus on task issues 2. legit differences of opinion about task 3. differences in values 4. different expectations

Problems w/ group creativity

1. groupthink 2. group dynamic factors 3. social inhibitors 4. cognitive interference

Aspects that leadership consists of

1. leader 2. followers 3. situation

Leader oriented approaches to decision making

1. leader decides 2. leader assigns expert 3. consultative - one person has authority to make decisions, but they may ask for advice from team members

Approaches to decision making

1. leader oriented 2. group technique 3. full participation

Factors leading to risk aversion

1. realm of gains - hot hand fallacy 2. recent successes - gambler's fallacy

Types of dysfunctional information processes

1. redundancy 2. biases - confirmation bias - false dichotomies

transactional communication model

A characterization of communication as the simultaneous sending and receiving of messages in an ongoing, irreversible process. (circular transaction)

1. Cognitive misconstrual types

A. moral justification B. euphemistic labeling C. advantageous comparison

Entrepreneurial team processes

Conflict, Power and politics, Communication

Antecedent (preexisting) conditions that lead to groupthink

Domineering leader, Maintaining good social relations/cohesion, External stress/pressures

4. Reduction of identification with targets of harmful acts aspects

G. Dehumanization H. attribution of blame

Aspect of external environments

Growth market vs stagnant market, Stable vs turbulent, Type of industry

Entrepreneurial team composition

Homogenous versus heterogeneous teams, Surface-level characteristics, Deep-level characteristics

Preventing groupthink

Leaders reserve expressing opinions at beginning, Establish norm to encourage critical thinking, Evaluate final decisions

Process mapping

Mapping out what needs to be done and then delegating who will do what roles; Creates shared mental model & facilitates communication

Motivation-equity theory

Motivation is maximized when an employee's ratio of "outcomes" to "inputs" matches those of some "comparison other"

Satisficing

Settling on a solution that is not optimal

Factors inhibiting individual creativity

Stuck in one's own paradigms, Extrinsic rewards, Evaluation apprehension

Dunning-Kruger effect

The tendency for unskilled individuals to overestimate their own ability and for experts to underestimate their own ability.

Who participates in 360-degree feedback

Team members, Self, Customers, Supervisors

Trait or personality approach to leadership

Uses tests to select good leaders. Leaders possess certain traits that make them good leaders

Process loss

When coordinations & social issues take away time from completing tasks; communication problems; failure to pool knowledge

Group Polarization

When group discussions lead to a final decision that is more extreme than the average position of its members (really risky or really conservative); normative vs informative influences

Process gain

When interactions b/w team members lead to formation of new ideas that no single member would have produced; higher quality decisions; positive motivational effects

A. moral justification

a person who is evaluating a morally questionable act attempts to make it seem right

Moral disengagement

a set of cognitive mechanisms that disengage an individual's moral self-regulatory processes; afterwards, someone may make unethical decisions without having guilty feelings

Self-awareness

ability to identify, understand, and discuss one's emotions

relationship management

ability to respond to others' emotions with respect and concern for the relationship

Licensing

allow one party to use/make revenue from another's innovation or property

emotional intelligence

allows you to say what you want to say, speak clearly and be heard 1. self-awareness 2. empathy 3. emotional regulation 4. relationship management

Empathy

an understanding of another's feelings

Social Inhibitors

anxiety about how others evaluate members' ideas

Hot hand fallacy

belief that successfulness or lack of success is a predictor for future events, even in random scenarios (in one 's control) ex: if a basketball player has made 3 consecutive shots, he has a greater chance of making the 4th

Illusion of unanimity

belief that there has been a consensus because no one speaks up even though everyone is thinking something different than what they're saying

Mixed-motives

communication & goal confusion (similar to direction-based hidden agendas); individual & team goals can conflict

Entrepreneurial team

consists of 2 or more persons who have an interest in, both financial & otherwise, & commitment to a venture's future & success...

Bad barrel

context that someone is working in where unethical decision making is accepted

Technology transfer offices (TTO)

created within a university to manage its intellectual property and transfer of knowledge/tech to industry

Groupthink

decision-making flaws caused by the group's desire to maintain good relations rather than to make the best decision

Creativity

describes inventiveness of a creative process

Causes of decision making problems

disagreement, impact of emotions, satisficing, negative pressures

Profit sharing

each person involved in the organization gets rewarded (shares of the company)

Redundancy

focusing on common rather than unique information

Direct pressure on dissenters

group suppresses negative comments in group discussion

Feedback

helpful information or criticism about prior actions or behaviors, communicated to another individual (or group) who can use that info to adjust & improve current & future actions & behaviors

Roadblocks to engaging in tech transfer

improper funding, competition, not the right timing, not being well-rounded or properly trained enough

Bypassing

in verbal communication, you might be saying something and someone might interpret it in a different way

Defensive avoidance

instead of engaging in conflict, people are just going to withdraw from the organization (not show up and push people out)

Individual creativity

interaction of personal & situational factors

Equity distress

internal tension that can be alleviated by restoring balance to the ratios

H. Attribution of blame

lack of guilty feelings because other person deserved it

Contingency approach to leadership

link traits or behaviors to situations; sort of a combination of the other approaches to leadership

Reciprocity team evaluation bias

making feedback better (or worse) because someone else has made yours better (or worse) in order to match what the other person said

Inflation team evaluation bias

making feedback better for someone to not feel uncomfortable giving honest or negative feedback

Survivorship bias

only paying attention to information that survives a certain process and not considering the data that didn't survive the event

Overrewarded inequity (of others outputs)

others are working harder and they're getting rewarded the same as you

Underrewarded inequity (of others outputs)

others are working just as hard and getting rewarded more than you

Elements that shared leadership is focused on

participative decision making, developing social relations & support, empowerment

Largest drawback of brainstorming

people waiting turn to speak

G. Dehumanization

person views others as less than human

D. Displacement of responsibility

placing blame on someone else (following orders)

How to combat confirmation bias

playing devil's advocate, setting up anonymity

Mind guards

preventing the leader from hearing any negative information about a decision or its consequences

Factors for evaluating decision making approaches

quality, speed, support

How to combat false dichotomies

questioning absolute statements, using language of provisionalism

B. Euphemistic labeling

sanitizing language that's moral appeal for people to hear ex: "borrowing" instead of "stealing"

Transactional communication model labels

sender encodes --> transmits message across channels, which can be interrupted by noise, to receiver who receives --> decodes message, then sends back feedback

Self-managing teams

shift responsibility to team members; empowers employees

Self-censorship

someone chooses themselves not to speak up because they know that their opinion is different than others

Salience bias

someone paying attention to information that stands outs most to them (something that is most emotionally activating to them) ex: focusing on the threat of bear attacks when you should also consider ticks while camping

Bad apple

someone who had possibly been put in a unethical organization, or on their own, they participate in unethical behavior (generally in leadership position)

Gain sharing

specific employees or departments get rewarded for performance they controlled

Social identity theory

study of boys at camp in random teams ended up having strong in-group bias even though none of them knew each other previously

Social Learning Theory

suggests that social behavior is learned by observing and imitating the behavior of others (Bandura) bobo doll experiment

Conflict arises from ____ processes, but is managed by ____ processes

task, interpersonal

Informative

team members are more likely to make decisions based on information they hear from other team members

Normative

team members shift their position to be more inline with others

Team halo effect

teams get credited for team successes, individuals within teams get blamed for team failures

risk aversion

tendency to avoid risk

False dichotomies

tendency to view options as two opposing extreme possibilities when other possibilities exist

emotional regulation

the ability to control when and how emotions are expressed

Escalation of commitment

the more resources someone puts into something that's producing bad outcomes, they less likely they want to give it up because of that amount they've already invested ex: investing in a friend's company instead of a needed bed

The Babble Effect

the person who talks to most tends to emerge and be perceived as the leader

social loafing

the tendency for people to put less effort into a simple task when working with others on that task

In-group bias

the tendency to favor one's own group

Multiple linkage model

to be an effective leader you need: member effort, ability, teamwork experience, organization of tasks, resources, and external support

Behavioral approach to leadership

train ppl to be good leaders; considered more prescriptive leadership is a set of behaviors

Provisionalism

using qualifying language; ex: maybe, sometimes (not speaking in absolutes)

Risky shift phenomenon

when people change their decisions to become more extreme and risky when acting as part of a group

Abilene paradox

when the collective agrees on a path of action that none of the members actually want to do

Vicarious reinforcement

when you imitate the behavior of someone who has been reinforced for that behavior

confirmation bias

you are anchored to a piece of information and you ignore other information you are given if it does not confirm what you already know

Psychological safety

you're able to express yourself w/out fear of negative judgment or consequences

Underrewarded inequity (of your inputs)

you're working harder than others and you're getting rewarded the same as others

Overrewarded inequity (of your inputs)

you're working just as hard as other and getting rewarded more