exam

Collaborating conflict handeling mode

-"Two heads are better than one" -Integrating solutions, learning, merging perspectives -Skills: listening, not having to be 'right,' learning, merging perspectives, improving relationships, gaining commitment -high assertiveness and high cooperativeness

According to Levi, what are process conflicts?

-'How the team should do it' -Disagreements about how duties and resources are assigned or how workload is executed (time management, task quality, how decisions are made)

According to Levi, what are task conflicts?

-'What a team should do' -Arises from disagreements about ideas, opinions, and perspectives

Describe the difference between cooperators, competitors and individualists according to Levi

-Cooperators: proself and prosocial; concerned with individual and team outcomes -Competitors: proself; success determined on how their success compares to others -Individualists: proself; success defined in terms of personal goals

What are the benefits of utilization of character strengths

-Increases happiness -Increases self-acceptance -Reduction in emotional distress

According to Levi, what is the common knowledge effect?

-Team members spend most of their time discussing the information already shared by all members, rather than combining the unique knowledge and perspectives of members -explains why teams often overlook technical information. This type of information is likely to be known to only a few team members, so the team rarely discusses it.

According to Levi, what is Implicit leadership theory?

-explains that people have prototypical notions about what constitutes a good leader -Prototypical leaders tend to be white, male, and attractive.

the directing leadership style

-high direction -low support -best for people with low competence and high commitment

According to Levi, what defines a group?

A group is defined as two or more individuals who mutually influence each other while interacting to achieve a common goal

According to Levi, what is harsh power?

Harsh power: based on individuals formal position and includes legitimate, reward and coercive power ■ Legitimate: power based on recognition and acceptance of person's authority ■ Reward: power based on ability to distribute impersonal (money, promotion) or personal (praise, belonging) rewards ■ Coercive: power based on ability to threaten or punish undesirable behavior

What do you model? HAVOC:

Humility (asking for help) Skills: 1. Shut up Listen more Ask open ended questions 2. Open Up 3. 'Get Over Yourself' (not about you) Authenticity (true to yourself) Vulnerability Otherness (ability to put others first) Courage (feedback)

What were the objectives us having us take the Thomas Kilman Conflict Mode Instrument (TKI)?

Increase EQ: Self awareness: develop more awareness of your own conflict style Self management: expand your range of skills by using non-preffered conflict modes Social awareness: recognize te conflict styles of others Relationship management: preserving/strengthing relationships when you see things differently

what can leaders do to promote diversity and success?

Promote safety Belonging (forming) Norms (saferty) Recognition Attention to Process Interdependency

According to Levi, what are Quality circles?

Quality circles are voluntary teams of production workers and supervisors who meet to analyze problems and develop solutions to quality problems in the manufacturing process

According to Goleman, what is primal leadership?

The emotion task of the leader is primal -It is the original act of leadership and the most important act of leadership

What are work groups in the workplace according to Levi?

Work groups are part of the organization's hierarchy system -Supervisors or managers who control the decision-making process lead these work groups

According to Levi, what is compliance?

a change in public behaviors due to social pressure, but it is not a change in internal beliefs or attitudes

Performing stage in Tuckman's Stages of Development?

all stages come together to produce action together, production of tasks

According to Levi, what is team transactive memory systems

awareness of the distributed expertise possessed by its members (awareness of who is good at what)A

According to Levi, what are explicit norms

can be expressed relatively clearly and tend to be more formalized

What are the four types of leadership in the situational leadership model?

delegating, supporting, coaching, and directing

According to Levi, what is task commitment

members bonding over a shared desire to achieve group tasks or goals

More and more business environments described as VUCA

voltatility uncetainty complexity ambiguity

what is social loafing?

you do less in teams than you would do alone (human brain, fundamentally lazy, goal- to save energy)

Compromising conflict handeling mode

-"Let's make a deal" -Creating temporary solutions, resolutions with equal power/strong commitment -Skills: negotiating, 'middleground' -moderate assertiveness and moderate cooperativeness

According to Levi, what is transacctional leadership?

-Managers typically engage in transactional leadership, in which they draw upon harsh-power resources -May be useful for situations that require maintaining routine

What are teams in a work place according to Levi?

-Teams have limited power and authority so they can operate somewhat independent of the organization's hierarchy -Their leaders are selected by management

According to Levi, what is group pride

-The extent to which members value their membership and strongly define themselves as being a member of the group -Cohesive members often use we or us as opposed to I or me when talking about the group

According to Goleman, describe leadership and the brain's design

-The neural systems responsible for the intellect and for emotions are different but have interwoven connections The brain circuitry that interweaves thought and feeling provides the neural basis of primal leadership -Our emotions are more powerful than our intellect "In moments of emergency, our emotional centers-the limbic brain-commandeer the rest of the brain" This special potency of emotions is crucial for survival, being the brain's way of alerting us to something urgent and offering an immediate plan for action The trigger point for these compelling emotions is the amygdala -"The dialogue between neurons in the emotional centers and the prefrontal areas operates through what amounts to a neurological superhighway that helps to orchestrate thought and feeling." -Biologically, resonant leadership interweaves our intellect and emotions

According to Levi, what is McIntyre and Salas' model of team development?

-they present a model of team development based on the skill that team members develop while completing a project -In their model, a team works on role clarification during the early stages, moves on to coordinated skills development, and finally focuses on increasing the variety and flexibility of its skills as a team -This model uses the changing relationships between the team and the project as the driver of change throughout the stages

According to Goleman, what is the honeymoon effect?

-when an immediate improvement fades almost entirely within three to six months -The effect has led to a belief that training in a company doesn't last

How do you set positive team conditions?

1. Common purpose 2. Demanding Goal 3. Effective Norms 4. Cohesion 5. Demanding Goals 6. Interdependence 7. (Team) Composition 8. Success 9. Reflexivity 10. Interpersonal/Emotional Safety

What are the four stages in Tuckman's Stages of Development?

1. Forming 2. Storming 3. Norming 4. Peforming

four components of EI

1. Self Awareness, 2. Social Awareness, 3. Self Management, 4. Relationship Managements

According to Levi, what is the babble effect?

A finding that the most frequent communicator in a team often emerges as the leader-regardless of the quality of their contributions.

The Three C's of a Good Day:

Choice (in what they do/how they want to spend their time) Connection (belonging, other people) Competence (feeling like you are doing a good job)

Operating System of Motivation: M.A.P

M: Mastery The desire to get better and better at something A: Autonomy The urge to direct our own experiences P: Purpose Te yearning to do what we do in the service of something larger than ourselves

According to Levi, what is social identification?

Social identification refers to the recognition that a group exists separately from others

According to Levi what is social representation?

Social representation is the shared values, ideas, and beliefs that people have about the world.

According to Levi, what is the difference between strategy and spontaneity when communicating?

Strategy that is used to manipulate or deceive ● Being "sick" or having an "appointment" ■ Spontaneous communication - honest, assertive and contains true self-disclosure trust

According to Levi, what is the difference between superiority and equality when communicating?

Superiority - belittling defensiveness, stifle trust, promote hostility ● Less likely to provide meaningful feedback or ask for help ■ Equality and even adopting self-deprecating humor harmony and productivity

According to Levi, what is potency?

belief is held that the individual or team can be effective at the task.

according to Levi, what does increasing team's motivation depend on?

depends on the task it performs, how performance will be evaluated and rewarded, the team's beliefs in its ability to succeed, and the team members' sense of commitment or belonging

According to Levi, what is impact?

individual or team tasks are seen as significant for the organization.

According to Levi, what does crosscutting do

makes social categorization more complex and can weaken the emergence of intergroup bias

According to Levi, what is cooperation encouraged by?

trust, prosocial values among members, and small teams

According to Levi, what is the content dimension of communication?

what is said verbally

Acccording to Goleman, what is the most unfortunate aspect of organizational dissonance?

what it does to the individuals who work there: As their passion diminishes, they can lose touch with their own best qualities

According to Levi, what is bypassing?

when one assumes everyone has the same meaning for a word

What is Goleman's basic argument about the four dimensions of EI

"primal leadership operates at its best through emotionally intelligent leaders who create resonance. Underlying that proposition is a theory of performance, one that surfaces the links between the neurology of the four fundamentals of emotional intelligence and the EI competencies that build on those fundamentals. These EI competences are in turn the building blocks of the modes of leadership that prime resonance in a group."

Avoiding conflict handeling mode

-"I'll think about it tomorrow" -Buying time, reducing tension, knowing limits -Skills: withdrawing, sidestepping, sense of timing -low assertiveness and low cooperativeness

Accomodating conflict handeling mode

-"It would be my pleasure" -Creating goodwill, 'keeping peace', reasonableness, maintaining perspective -Skills: selflessness, ability to yield -low assertiveness and high cooperativeness

competing conflict handeling mode

-"My way or the highway" -Taking quick action, making unpopular decisions, defending/protecting yourself -Skills: debating, asserting, standing ground, using rank, asserting your opinions and feelings -high assertiveness and low cooperativeness)

According to Goleman, what are people magnets?

-"Regardless of who the emotional leader might be, however, she's likely to have a knack for acting as a limbic "attractor," exerting a palpable force on the emotional brains of people around her." -The more open leaders are about their emotions(facial expressions, gestures, voice, etc), the more others will feel that same contagious emotion -These types of leaders are emotional magnets and people naturally gravitate towards them

What does the VIA measure

-24 strengths-fundamental building blocks of character -Qualities that define us at our best -Defined as capacities for thinking, feeling, and behaving -We all possess each of these 24 character strengths in different degrees -Does not measure "weaknesses"

According to Goleman, describe a leader's primal challenge of self-management

-A brain scan of someone who is upset or anxious shows high activity in the amygdala and the right side of the prefrontal area in particular, among other areas -This picture depicts an amygdala hijack: the emotional centers are driving or reverberating with the high activity in the prefrontal zone, which makes us fix our attention on, and obsess about, the cause of our distress -"The left side of the prefrontal area, researchers believe, is part of a key circuit that inhibits neurons in the amygdala, and so keeps a person from being captured by distress." -Self-management is the component of EI that frees us from being a prisoner of our feelings -A leader can't manage anyone's emotions, without handling their own first -Leaders who can stay optimistic and upbeat, even under intense pressure, radiate the positive feelings that create resonance -By staying in control of their feelings, they craft an environment of trust, comfort, and fairness

What is crowd wisdom?

-A crowd is more correct than an expert in a topic -Opposite of a team, teams: often best on a team will do better individually than the team in general

According to Levi, what is the cycle of power?

-Access to power increases probability that it will be used -More power is used, the more power holder believes they are in control -As power holders take more credit, they view the target as less worthy. -As the target's worth is decreased, social distance increases. -Use of power elevates the self-esteem of the powerful.

Self Management

-Achievement orientation-striving to meet or exceed a standard of excellence -Adaptability-flexibility in handling change -Emotional self-control-keeping disruptive emotions and impulses in check -Positive outlook-persistence in pursuing goals despite obstacles and setbacks

What does listening look like on the outside?

-Asking open-ended questions -Summary statements -Reflection of feelings

According to Levi, what is the assertive power style?

-Clear and confident, problem solving -Impact: satisfaction and trust -Use: most situations, equal status

According to Levi, how can teams prevent and prepare for conflict?

-Conflict can be prevented by selecting team members based on personality and dispositions -They can also be preempted by creating an environment that allows for dealing with conflicts without creating emotional and relationships problems -Training and knowledge in conflict management strategies can also promote healthy task conflict

Relationship Management

-Conflict management-bring disagreements into the open and effectively discussing different positions -Coach and mentor-taking an active interest in others' development -Influence-having a positive impact on others -Inspirational leadership-bring out the best in people -Teamwork-working interdependently with others towards a shared goal

According to Goleman, what is the discordant leader?

-Dissonant leaders produce groups that are emotionally discordant, in which people have a sense of being off-key -When a person complains with anger, this can spiral into emotional toxicity -A dissonant encounter with a boss and an employee results in thinking being muddled -Dissonance dispirts people, burns them out, or sends them packing -People who work in toxic environments then bring that home

According to Levi, what is transformational leadership?

-Effective leaders engage in transformational leadership, in which they draw upon personal or soft sources of power -They communicate a shared vision, foster team pride, and otherwise inspire, stimulate, and motivate followers to create a shared acceptance and commitment to the group's goals -Suited for situations that require change

According to Levi, what are some implications of team development stages?

-Emotional highs and lows are a normal part of team development -Developing the team is important -Time must be spent developing social relations and socializing new members, establishing goals and norms, and defining the project -The team may go through periods of lower task performance as it tries to resolve conflicts over relationship and task issues -This is a normal part of team development as well

Self Awareness

-Emotional self awareness: -Recognizing your emotions, thoughts, and behaviors in the moment...and how those things affect the way you are relating in the moment -Knowing your EQ strengths and weaknesses -Knowing your triggers

Social Awareness

-Empathy-sensing others' feelings and perspectives, and taking an active interest in their concerns -Organizational awareness-reading a group's emotions currents and power relationships

According to Levi, what is the aggressive power style?

-Forceful and critical -Focuses on winning -Impact: satisfaction and withdrawal -Use: emergencies, unequal status

According to Levi, what is the functional approach to leadership

-From a functional leadership perspective, the leader helps the team operate more effectively -Functional leadership is not a specific style of leadership behavior but, rather, the problem-solving orientation to dealing with the emergent problems that teams face

According to Goleman, describe the brain process of the motiviation behind completing a goal

-From a neurological standpoint, what keeps us moving toward our goals in life comes down to the mind's ability to remind us of how satisfied we'll feek when we accomplish those things-a capacity residing in the circuitry between the amygdala and the left prefrontal lobe -All of the motivators to complete a goal share a common neural pathway -Passion for work, at the brain level, means that circuit linked to the left prefrontal cortex pump out fairly steady stream of good feeling as we do our work -At the same time, left prefrontal-based brain circuits perform another motivational favor: they quiet the feelings of frustration or worry that might discourage us from continuing

Why does engagement and motivation matter?

-Gallup studied employee engagement in relation to nine performance outcomes and found that it was related to all nine -Relationship between engagement and aggregate performance: 0.43% (high correlation) -Business units in the top half on employee engagement nearly double their odds of success compared with those in the bottom half

According to Levi, what is the process of socialization

-In the classical approach to group socialization, an individual goes through a series of role transitions -First is the investigation stage: begins before a prospective member joins a group (team asses how the individual can contribute to the group) -Next is the socialization phase: new member learns what is expected if them -The maintenance stage is next: there is ongoing process of negotiating their role and position in the team and team's goals and practices -When divergence occurs, the resocialization phase occurs: the individual may resolve their differences through assimilation and accommodation with the group

According to Goleman, how do moods impact results?

-Mild anxiety can help foster attention and focus -Distress can diminish the brain's ability to work effectively, though -"Both good and bad moods tend to perpetuate themselves, in part because they skew perceptions and memories: -When people feel upbeat, they see the positive light in a situation and recall the good things about it, and when they feel bad, they focus on the downside."

According to Goleman, what is the problem with training programs for EI target?

-Most training programs for enhancing EI target the neocortex rather than the limbic brain -The limbic brain is a much slower learner than the neocortex -Reeducating the emotional brain for leadership learning, therefore, requires a different model from what works for the thinking brain: it needs lots of practice and repetition -If the right model is used, training can alter the brain centers that regulate negative and positive emotions-the links between the amygdala and the prefrontal lobes -The act of learning is the key to stimulating new neural connections -When it comes to developing leadership, ti takes an EI approach to create these neural changes -In summary, since the limbic brain learns more slowly than the neocortex, it takes more effort to strengthen an ability such as empathy than to become adept at risk analysis, but it can be done

What are the basics of the Myers Brig type indicator (MBTI) assessment?

-Most widely used personality assessment in the world -Based on the work of Carl Jung -A framework for understanding healthy personality -No "good" or "bad," better or worse personality types or facet characteristics -Does not explain everything about people -Type suggests what you prefer, not what you're good at -Preferences are: Like "handedness" -Not the same as skills or abilities -All are accessible to everyone

According to Levi, what does neuroscience say about the importance of communication quality?

-Neuroscience supports the importance of communication quality, showing that frequent and high quality leader-initiated communication quality, showing that frequent and high quality leader-initiated communication synchronizes the neural activities of followers and leaders -Neural synchronization and communication frequency can predict leader emergence within 30 seconds of an interaction

What does listening look like on the inside?

-No inner dialogue/parallel convos in the head -No formulating answers as you are listening -No shutting off if you hear something you disagree with

According to Goleman, why were old models of leadership less effective?

-Old models of leadership are less effective than primal, resonant leadership because it was very focused on an authoritative, top-down style where followers were interchangeable parts -The best leaders know how to master the art of the relationship

According to Levi, what is the passive power style?

-Polite and deferential, avoid problems the person's desire to be liked by others is based on personal insecurity or fear of the situation. -goal : win approval and acceptance -Impact: resentment and confusion -Use: dangerous situations, unequal status

According to Goleman, what is the SOB paradox

-SOBs are leaders whose success rests on an illusion -Big egos and highly visible weaknesses that are covered up by enough counterbalancing strengths to be effective -These types of leaders drive away talent, nobody wants to work for them

what are self-managing teams in the workplace according to Levi

-Self-managing teams are given significantly more power and authority than traditional work groups and are more independent of an organization's hierarchy -Team members here usually select the leader

According to Levi, what is the cyclic perspective of group development?

-Some team theorists believe that groups go through cycles throughout the life of the team -From her research on project teams, Gersick developed a theory of punctuated equilibrium -Each team had its own pattern of development, but all the teams experienced periods of low activity; followed by bursts of energy and change. Each team also had a midpoint crisis -Her model argues that teams primarily change when they are confronted with external challenges that require them to reevaluate their current practices

According to Levi, what are the three types of roles in teams?

-Task-related roles: advance the team towards achieving its goals (ex. Coordinating, providing information, seeking opinions) -Social-related roles: attend to the emotional needs of members and strengthen group centered attitudes (ex. Encouraging, praising, and mediating conflict) -Disruptive roles: dysfunctional behaviors that undermine group performance by an individual dominating or distracting the group (expressing unrelated personal interests or opinions, seeking recognition, and interrupting others)

According to Levi, what is a team?

-Teams are structured groups of people working on defined common goals that require coordination interactions to accomplish their tasks -Some distinguish between groups and teams based on performance results -A team typically operates within an organizational context and is composed of 3 to 12 people with interdependent goals, complementary skill sets, and differentiated roles."

According to Goleman, describe contagions and leadership

-The leader's emotions matter the most when influencing the group -Everyone watches the boss -Group members generally see the leader's emotional reaction as the most valid response, and so model their own on it -The leader gets the emotional standard

Describe the Open-Loop system according to Goleman

-The open-loop nature is our emotional centers -A closed-loop system is self-regulating -But, an open-loop system depends on external sources to manage itself -We rely on connections with people for our emotional stability -Scientists describe the open loop as 'interpersonal limbic regulation,' whereby one person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms,and even immune function inside the body of another" -Other people can change our physiology (and our emotions) -Mirroring- when people's physiological profiles match as a result of the other person -Laughter demonstrates the power of the open loop because often it is contagious -"A good laugh sends a reassuring message: we're on the same wavelength, we get along. It signals trust, comfort, and a shared sense of the world; as a rhythm in a conversation, laughing signals that all is well for the moment."

According to Levi, what is Anacona and Caldwell's model of group development

-They present a model of group development for new product teams -Their three stages of development reflect the changing nature of the tasks and how these changes affect internal processes and external relations -During the creation stage, a team's activities are a mixture of internal and external processes -During the development stage, the team's focus is mostly internal -The final stage is diffusion, where external relations become the primary focus of the team

What were the important takeaways of the google article?

-Two behaviors that good teams generally share: Members speak in roughly the same proportion, "conversational turn-taking" High "average social sensitivity." Skilled at intuiting what others are feeling based on nonverbal cues These are both known as aspects of psychological safety -Team climate characterized by interpersonal trust and mutual respect in which people are comfortable being themselves -Group norms establish psychological safety

Goleman's leadership styles

-Visionary: moves people towards their shared dreams, mostly strong and positive impact on climate Used: when changes require a new vision or when clear direction is needed -Coaching: connects what a person wants with the organization's goals, highly positive impact Used: to help an employee improve performance by building long-term capabilities -Affiliative: creates harmony by connecting people to each other, positive Used: to heal rifts in a team, motivate during stressful times, and strengthen connections -Democratic: values people's input and gets commitment through participation, positive Used: to build buy-in or consensus or to get valuable input from employees -Pace Setting*: meets challenging and exciting goals, usually poorly executed and highly negative Used: to get high-quality results from a motivated and competent team -Commanding*: Soothes fears by giving clear direction in an emergency, often mis-used, highly negative Used: in a crisis, to kickstart a turnaround or with problem employees *= use with caution

According to Levi, what is the shared approach to leadership?

-While functional leadership centralizes the role of leadership in a single person, shared leadership recognizes that all leadership functions do not need to be performed by the same person -Instead, functions can be shared, distributed across members, or rotated among members as needed

According to Levi, what are the values and characteristics of goals?

-goals must be specific to provide members direction and expectations, but not too specific -Being committed to team goals is important -Goals should be moderately difficult, but not too challenging

the coaching leadership style

-high directive -high support -best for followers who have low to some competence and low commitment

summarize Goleman's ideas about intiuiton

-intuition offers EI leaders a direct pipeline to their accumulated life wisdom on a topic. And it takes the inner attunement of self-awareness to sense that message. - The brain soaks up life lessons to better prepare us for the next time we face a similar challenge, uncertainty, or decision point -The amygdala literally creates a gut feeling -Gut feelings offer a guide when facing complex decision that goes beyond the data at hand

the supporting leadership style

-low direction -high support -best for followers who have moderate to high competence and variable commitment

The delegating leadership style

-low direction -low support best for followers who have high competence and high commitment

According to Levi, what is information elaboration

-when task-relevant information and perspectives are carefully discussed, debated, and integrated by the team -As a result, the information-processing perspective predicts that diversity will improve team performance

According to Levi, what are the four stages involved in constructive controversy

1. Develop and express 2. Question and understand 3. Integrate and create 4. Agree and implement

According to Levi, what are the four main functions of team norms?

1. Express the team's central values 2. Help coordinate the activities of team members by establishing common ground and making behavior more predictable 3. Help define appropriate behavior 4. Help the team survive by creating distinctive identity

What are the 5 dysfunctions of teams?

1. Inattention to results Collective Accomplishment 2. Avoidance of accountability -High standard for one another s-plits, divides, avoid, instead blaming must come from the team 3. Lack of Commitment Buy-In Leave everything is on the table 4. Fear of Conflict -Authentic Communication -Not being scared to respectfully disagree, has best interest at heart, saying with love 5. Absence of Trust -Vulnerability -*vulnerability, authentic, loyalty, safety, reliability, colnerabikity based trust, must be maintained

According to Levi, what are the 3 social goals served by communication?

1. Instrumental functions—providing information, persuading others, and providing support 2. Relationship management functions—resolving conflict, establishing authority, and maintaining privacy 3. Interactional management functions—directing a conversation, changing topics, and managing affect and impressions

According to Levi, how does Kelley split up the 5 kinds of followers?

1. Passive followers 2. Conformist followers 3. Alienated followers 4. Pragmatic followers 5. Effective followers

Accoring to Levi, what are the 6 types of work teams based on the functions they perform?

1. Production teams 2. Service teams 3. Management teams 4. Project teams 5. Action or performing teams 6. Parallel teams

What are two culture cores for any team?

1. Safety (emotional and physical) 2. Support (feel personally cared about, cared about for more than just their output)

According to Levi, what are the three types of diversity?

1. Variety (education, background, knowledge) 2. Separation (values, opinions, attitudes 3. Disparity (status, power, decision-making, authority, pay)

what are the 5 conflict handeling modes?

1. competing 2. collaborating 3. compromising 4. avoiding 5. accomodating

According to Levi, what is the structure of a negotiation of a conflict?

1. seperate the people from the problem 2. focus on the shared interests of all parties 3. develop many options that can be used to solve the prolem 4. evaluate the options using objective criteria 5 try again

5 C's of Motivation

Choice (in what they do/how they want to spend their time) Connection (belonging, other people) Competence (feeling like you are doing a good job) Challenge * (just a little beyond confidence level, stretch but not stressed) Cause* (meaning/purpose, goal/direction)

The five C's of feedback

Confirming: Strengths-based; acknowledge the person's value Clear: State the facts as you see them-clearly and concisely Compassionate: Work from the assumption that there are factors worthy of compassion (even if you can't see them yet) Curious: Ask questions; make it a dialog Collaborative: Offer to work with the other person to support the change you are looking for

According to Levi, what are the 3 sources of influence?

Conformity - majority of members influence us ● Normative influence refers to change based on the desire to meet the expectations of others and to be accepted by others. ● Informational influence is change based on accepting information from others about a situation ■ Conversion = single deviate or minority of members can spur change ■ Obedience = social influence originating from an individual

According to Levi, what is the difference between control and problem orientation when communicating?

Control - telling people what to do ● Met with resistance or even opposite behavior ■ Problem orientation - invite ideas for solving the problem ● More productive conversation

D.R.E.A.M norms model

Discuss Reinforce Explicit Amplify Model

According to Levi, what is the charismatic model of leadership?

Effective leaders communicate clear, visionary, and inspirational messages that motivate the team

According to Levi, what is effective apology?

Express sincere regret: "I'm sorry for not having completed my portion of the task." Explain the reasons why the violation occurred: "I overestimated how much time I had to work on this task." Acknowledge responsibility for your part in causing the violation: "I was wrong for not bringing up my lack of progress before the deadline." Declare repentance and intention not to repeat the violation: "I learned my lesson, and I will not let the team down again." Offer a way to repair trust: "I will take the lead on the next task and take responsibility for getting it finished early." Request forgiveness: "Please forgive me for slowing down the team and for the stress I have caused you."

according to Levi, what can increase social and task cohesion?

Fostering acceptance of group goals, promoting teamwork, establishing high performance expectations, and acting as a mentor can enhance task and social cohesion

According to Levi, what are relational conflicts?

Interpersonal incompatibilities, stemming from things like perceived personality differences, political preferences, criticism, etc.

According to Levi, what is the difference between evaluation and description when communicating?

Messages with evaluations contain judgments, accusations, "you" statements, contempt, fault finding, and criticism ● Often efforts to absolve oneself of blame ■ Descriptions that involve framing comments in a manner minimize unease and consider the perceptions and feelings of the sender ● "I" statements instead of "you" statements

According to Levi, what is the difference between neutrality and empathy when communicating?

Neutrality - team members responding with indifference or not acknowledging others or being dismissive ■ Empathy - taking another's perspective, making them feel heard

According to Levi, what are free riders?

Peform little in a team because they do not believe their individual efforts are important, and they know they will receive their share of the team's reward regardless of their efforts

According to Goleman, can some people be born with certain levels of empathy or do they learn it?

People can differ in the initial level of their natural abilities, but everyone can learn to improve no matter where they start out

According to Levi, what are some social influence tactics?

Rational argument ■ Consultation ■ Inspirational appeals - attempt to arose enthusiasm by appealing to a person's ideals ■ Personal appeals - appeal to person's sense of loyalty or friendship ■ Ingratiation - use flattery or friendly behavior to get person to think favorably of you ■ Exchange - offer to exchange favors later for compliance now ■ Pressure - use demands, threats or presistent reminders ■ Legitimizing tactics - claim that one has authority to make request ■ Coalition building - seek aid and support from others to increase power of

Creating Culture: RAMM

Recruit (kind of people on team) Articulate (what do you say are your needs/wants/values) Measure (surveys, feedback, how you measure success) Model (what you model)

STAMP model

S: State your facts T: Tell your story (use 'i' statements) A: Ask for the other person's perspective (makes them feel safe) M: Meaning- create mutual meaning P: Propost, testing/challenging (how to move forward, next steps) Use listening tools

According to Levi, what is soft power?

Soft power: individuals characteristics or personality and includes expert, referent and information power ■ Expert power: power based on one's credibility or perceived expertise in an area ■ Referent power: power based on another's liking, respect, and admiration ■ Information: power based on providing, withholding, organizing or manipulating information one has about a topic -soft power is often more effective than harsh power

According to Levi, what is the difference between certainty and provisionalism when communicating?

Team members who communicate with absolute certainty can come across as narrow-minded and unwilling to acknowledge other points of view ● Shut down discussion and decrease motivation ■ Provisional language - "possibly" "might" "sometimes" ● Issues can be openly discussed and explored

Self-directed learning involes five discoveries, each representing a discontinuity. According to Goleman, what are the 5?

The first discovery: my ideal self-who do I want to be? The second discovery: My real self-who am i? What are my strengths and gaps? The third discovery: My learning agenda-how can I build on my strengths while reducing my gaps? The fourth discovery: experimenting with and practicing new behaviors, thoughts, and feelings to the point of mastery The fifth discovery: developing supportive and trusting relationships that make change possible

According to Goleman what is Dissonance?

When leaders drive emotions negatively Undermining the emotional foundations that let people shine

According to Goleman, what is resonance?

When leaders drive emotions positively and bring out everyone's best

What are our shawdow sides?

When we use or strengths too intensely or too broadly

What are the 6 broad catergories of virtue

Wisdom Courage Humanity Justice Temperance Transcendence

According to Levi, what is the paradoxical dilemma of diversity?

Without diversity we will lose opportunities versus with diversity we can create conflicts tension

According to Levi, what is acceptance

a change in both public behaviors and private attitudes due to social pressure—a person legitimately changes their perspective.

According to Goleman, what is dynamic inquiry?

a process developed by Cecilia McMillen of the University of Massachusetts and Annie McKee as a potent way to offset the "find what you look for" effect of most surveys and to enable leaders to begin to address the underlying cultural issues that are getting in their way.

According to Levi, what is the key to using feedback?

create a safe environment where people are able to raise questions and issues without fear of retaliation

according to Levi, what are social dilemmas on teams?

each member wants to do what is in their self-interest. This is good for individuals in the short term, but acting cooperatively often benefits everyone long term

According to Levi, what is the contingency model of leadership?

effective leaders are defined by the requirements of the situation

According to Levi, what is the behavioral model of leadership?

effective leaders can be developed by training in appropriate skills and behaviors

According to Levi, what is the trait model of leadership?

effective leaders can be selected by their inherent traits

According to Levi, what is the relational model of leadership?

effective leaders develop high-quality relationships with each follower

According to Levi, what is a supportive communication climate?

emphasizes the content of a message and yields increased cooperation and trust, which is essential for the development of psychological safety.

Forming stage in Tuckman's Stages of Development?

getting acquainted with the why/how, example: orientation, first day, learning the ropes... questions to ask 'is it safe?' 'Who can I trust?' (goal: to develop relationships)

According to Levi, what is the cutthroat compeition effect?

harder for teams to change from a competitive to cooperative relationship when the rewards change than to move from cooperative to competitive (once competitive roles have been established, team members do not trust each other to change behaviors) 5.3 Problems with Competition

Storming stage in Tuckman's Stages of Development?

having disputes/differences about roles/identity/ideas/projects. Questioning the authority of the leader. Example: honeymoon stage is over, gets to know the 'whole' person, tension

According to Levi, what is the relational dimension of communication?

how it is said through nonverbal cues like vocal tone, facial expressions and gestures

According to Levi, how do managers describe bad followers

incompetent, insubordinate, and they conform

According to Levi, what is group cohesion

increased sense of commitment and attraction to a team

According to Levi, what are implicit norms

indirect and less easily stated

According to Levi, what is autonomy?

individual or team has freedom and discretion over their work.

according to Levi, how do managers describe good followers?

industrious, enthusiastic, and good citizens

According to Goleman, wat is self-directed learning?

intentionally developing or strengthening an aspect of who you are or who you want to be, or both

According to Goleman, what is the most direct way to make a resonant brain-to-brain connection?

laughter

According to Goleman, what is a term that scientsits use for neural attunement

limbic resonance, "a symphony of mutual exchange and internal adaptation" whereby two people harmonize their emotional state

According to Levi, what does it mean to be prosocial?

maximize others' outcomes

According to Levi, what does it mean to be proself?

maximize personal outcomes

According to Levi, what is resistance?

more subtle and manifests covertly, even creatively, to reject social influence.

According to Levi, what is a defensive communication climate?

occurs in response to perceived threats to one's self-esteem ■ shifts mental attention away from the message content and team tasks to instead defending oneself and distorting information ■ short term, decrease productivity and erodes cohseiveness long term, leads to burnout and turnover

According to Levi, what is social categorization

offers a pessimistic view of diverse teams. Integrating theories of social identity and self-categorization, social categorization predicts that differences among team members lead to in-group/out-group divisions

According to Levi, what is defiance?

openly disagreeing with and rejecting the request, which generally sparks confrontation and conflict.

According to Levi, what is the sucker effect

otherwise good performers slack off in teams because they do not want others to take advantage of them

According to Levi, what is psychological safety?

perception that members are free to take interpersonal risks and to express their thoughts and feelings without fear of consequences

According to Levi, what is interpersonal attraction

preference for members of the group based on similarity and positive social relationships

Norming stage in Tuckman's Stages of Development?

rebounding from the storming, establishing structure, rules, expectations, norms to get rid of anxiety and discomfort of stroming. Members begin to see the deeper qualities too, more trust and support

According to Levi, what is a team mental model?

shared understanding across team members about the team's tasks and the operation of the team

According to Levi, what is task interdependence

shift from individual responsibility to team responsibility for outcomes

your conflict mode =?

skils+situation

According to Levi, what is realistic group conflict theory

suggests that the desire for limited resources spurs both cooperation with in-group members and competition with out-group members

According to Levi, what is reflexivity and Team Debriefting?

taking time to reflect upon and openly discuss the team's goals, strategies, and processes in order to improve them

According to Levi, what is meaningfulness?

tasks are viewed as valuable and worthwhile.

According to Goleman, what is discontinuity?

the glaring gap between the ideal self and the reality

According to Goleman, what is CEO disease?

the information vacuum around a leader created when people withhold important (and usually unpleasant) information -Leaders at the highest performing levels had the least accurate view of how they acted with others -This is why seeking honest information on leadership capabilities can be vital to a leader's self-awareness and their growth and effectiveness

According to Levi, what is social influence?

the interpersonal process of changing the behaviors, thoughts, or attitudes of others. Attempts at social influence can spur defiance, resistance, acceptance, or compliance

According to Levi, what is social facilitation?

the presence of other people facilitates or increases performance

According to Levi, what is empowerment?

the redistribution of power and control from managers to workers

According to Levi, what is discontinuity effect

the tendency for people to act more competitively in groups than as individuals

According to Levi, what is confirmation bias?

the tendency for people to seek information that confirms their already held beliefs and attitudes, while ignoring information that contradicts their currently held beliefs and attitudes

According to Levi, what is social dominance orientation?

the tendency to accept or reject group-based social hierarchies

According to Levi, what is the planning fallacy

the tendency to underestimate the time and energy needed to complete a project

according to Levi, what is false dichotomy

the tendency to view options as two opposing extreme possibilities (e.g., either/or) when other possibilities exist

According to Levi what are hidden agendas?

the unspoken individual goals that conflict with overall team goals

According to Levi, when does social loafing not occur?

when teams are given challenging tasks, when they are rewarded for team success yet have identifiable individual performance indicators, and when there is commitment to the team