Week 4 Study Guide

What are examples of directive responses?

Davidson, Listening. Challenge Advice or Suggestion Entreatment (urging, "selling, cajoling, moralizing, etc.) Commands or Threats

Is it possible to be an effective listener all of the time?

Davidson, Listening. Even when mastering the skills along the continuum, keep in mind that no one can be an effective listener all the time. This requires the listener's attention and energy. When tired/stressed, you won't be able to listen well, even if you really want to. Or, you may have a difficult relationship with the speaker / the content of the speaker's communication is too painful for you to stay focused.

What are examples of middle range responses?

Davidson, Listening. Interpretation Encouragement and Assurance Question Confrontation

What are examples of reflective responses?

Davidson, Listening. Silence. Affirmation of contact Paraphrase and Restatement Clarification Reflection of Core Feelings

What is the final skill of being an effective listener?

Davidson, Listening. The final skill in being an effective listener is knowing when to say, "I'm sorry, but I can't be a helpful listener for you".

What are the goals of effective listening?

Davidson, Listening. The specific goals of listening are best broken into short-term and long-term goals. Short term: listening to understand-- conveys a focus on the interpersonal episode in which the listening actually occurs. Long term: listening to build relationship -- Goals are to encourage the exchange of information in the future, to motivate people to work effectively with us, and to lay a foundation for trust and respect in future engagements. While many people keep in mind only the short-term goals, it is the long-term goals that give us the greatest benefits of effective listening accrue over time.

What are the three categories of the listening continuum?

Davidson, Listening. There are two extremes that reflect how much the listener influences and controls what is discussed, relative to the speaker. When we listen in silence and simply allow the speaker to speak (an extremely speaker-centered behavior), he/she determines the topic to be "discussed". In contrast, when we engage in commands and threats, we are engaging in highly listener-centered behaviors (though these are hardly considered as ones that involve listening). Reflective responses are the most speaker-centered and require the least active behavior (though considerable skill is required to execute these responses). Middle-range responses require moderate levels of active engagement, and limit the amount of control the speaker maintains over the topic of conversation. Directive responses allow listener to control the topic of conversation very explicitly.

What do teams with high psychological safety have in common?

Edmondson and Roloff. Leveraging Diversity Through Psychological Safety. High psychological safety teams aren't characterized due to the positive effect/carless sense of permissiveness, but because members are confident that their team will not embarrass/reject/punish someone for speaking up.

How can leaders promote psychological safety?

Edmondson and Roloff. Leveraging Diversity Through Psychological Safety. Leaders are instrumental in creating such a climate, by explicitly inviting input and feedback, being inclusive and fostering respect/trust, while modeling openness and fallibility themselves. Psychological safety may lead to help and feedback seeking, speaking up about errors and concerns, innovation and boundary spanning behavior. Inclusive leadership may mitigate the status differences and thereby promote greater engagement in quality improvement and more extensive team learning

Describe disparity diversity.

Edmondson and Roloff. Leveraging Diversity Through Psychological Safety. Manifested as group differences falling along a vertical continuum, ranked according to the social value of a particular attribute Ex: Differences in professional status among team members. This type of diversity is the most challenging for ensuring collaboration: When differences between members fall on a vertical scale where those at the top have the most power and those at the bottom have the least, lower-power individuals may find it hard to speak up. Demographic differences, although categorical, can sometimes fall along a power hierarchy due t othe nature of social power hierarchies in society. Individuals who are aware of the negative stereotypes associated with cultural identity may become hindered by self-fulfilling prophesies or perceive need to overcome negative stereotypes before being valued on equal tuf with other members of the team. Unconscious negative stereotypes may hinder the team's performance by virtue of team members dancing around the issue. Teams/organizations that work to actively acknowledge and utilize unique cultural knowledge ipso facto support many of the factors associated with increased psychological safety

Describe separation diversity.

Edmondson and Roloff. Leveraging Diversity Through Psychological Safety. Occurs when differences in a particular attribute within a group take different values along a horizontal continuum. Ex: Differences in opinion with respect to a particular issue represent a form of separation diversity (similar to a time zone difference) People tend to prefer homogeneity over heterogenerity when working in teams because they are percived to be similar in values, attitudes, and beliefs. Homogeneous teams experience greater trust and communication among members.-- but, despite the cognitive bias towards similarity, it is well established that group conformity leads to group-think and interferes with the creative process.

What is interpersonal resistance?

Edmondson and Roloff. Leveraging Diversity Through Psychological Safety. People tend to suppress their concerns due to varying factors (like the discomfort of being chastised/ignored by others), even if it can be very detrimental. This is a form of failed collaborations. This can happen when a lot is at stake-- another person's life, your own life, and a costly takeover; and when little is at stake (a small improvement idea that is not communicated to the individual who would act on it) The silence, along with the incomplete thoughts that lie behind it, inhibits team learning in organizations that depend on such learning for their ongoing viability.

Do teams only exhibit one type of diversity type at a time?

Edmondson and Roloff. Leveraging Diversity Through Psychological Safety. The 3 types of diversity are not mutually exclusive: teams are likely to contain combinations of them Teams with more than one kind of diversity will face even more serious barriers for collaboration, particularly if the areas of diversity overlap, creating deeper fisures or "faultliness" These occur when 2+ in a team show a high degree of overlap, increasing the chance of conflict

What is psychological safety and why is it so important?

Edmondson and Roloff. Leveraging Diversity Through Psychological Safety. The belief that one will not be rejected or humiliated in a particular setting/role. Describes a climate in which people feel free to express work-relevant thoughts and feelings. Psychological safety fosters the confidence to take interpersonal risks-- allowing oneself/colleagues to learn and focus on collective goals and problem prevention rather than on self-protection.

Do members of a team often express varying levels of psychological safety?

Edmondson and Roloff. Leveraging Diversity Through Psychological Safety. The perception of psychological safety (positive/negative, high/low) tend to be very similar among people who work closely together; such as members of a team. This is because team members are subject to the same set of contextual influence, and because these perception develop out of salient shared experiences.

Describe variety diversity.

Edmondson and Roloff. Leveraging Diversity Through Psychological Safety. With this type of diversity, group differences are categorical. Ex: difference sin education categorize members into groups, like psychologists, layers, engineers.; or ethnicity and gender differences In industry, the major source of variety diversity is in expertise. Teams with high levels of expertise differences = "cross-functional teams" Demographic differences serve as another major source of variety diversity in work teams-- increases in travel and immigration