Management and Leadership in the Digital Age - UvA 2022

Explain the relationship between diversity and inclusion

"Diversity is being asked to the party; inclusion is being asked to dance"

Name the five things to keep in mind when preparing for a virtual negotiation

1. Assign clear roles to your team. 2. Specify - and practice with - offline methods for chatting. 3. But keep chatting brief. 4. Video is best; the bigger the better. The easier it is to see your counterparts, the less effort your brain will waste. 5. Short and sweet. Short, structured video and teleconferences can help keep parties engaged and at their best

Name the three things to keep in mind when leading a virtual negotiation

1. Connect at the beginning with small talk. 2. Clarify constraints and assumptions.. After taking time to connect, make sure to quickly clarify the meeting purpose and the time to be committed. 3. Westerners: hide your self-view? Particularly if you already have these tendencies, you might want to turn off the self-view when video conferencing.

Define digital transformation

A change in how a firm employs digital technologies to develop new digital business model that helps to create and appropriate more value for the firm

Explain how can AI help inclusion or amplify inequality

A more broader Access to AI learning can help that people don't get left behind If we don't address it in the beginning it can amplify the existing problems and inequality

Identify the advantages and disadvantages to negotiating in a remote world

ADVANTAGES Less time and travel costs Quick easy way to meet online and get down to business DISADVANTAGES Social cues can be misread, limited visibility (not all of body language visible) Personal /social interaction for trust building can be missing

Name ways you can be more inclusive in the digital age

Access to technology Access ahead of time (for virtual meetings) Personal touch (acknowledging all the people in the room) Guard against discrimination

Explain what adaptive and flexible leadership is

Adaptive and flexible leaders support followers during changes in the environment Step back from situation to gain fresh perspective Decide whether challenges are technical or adaptive If there is a clear solution, leaders use authority and expertise to solve If not leader uses several prescribed behaviours to move adaptive process forward.

Name and explain the four advantages of working online and remotely

Allows team to get members from across the globe -> a greater access to talent and expertise More flexible working conditions allowing employees to work remotely Reduced pressure of the hierarchy empower people to have a voice No blocking during team idea generation and brainstorming

Name the one advantage of asynchronous communication

Allows to keep records of communication -> more transparent

Name the three different types of Artificial Intelligence

Artificial weak intelligence: only a certain type of intelligence (E.g. Tesla's cars can only drive you from a to b) Artificial general intelligence: displaying human like capabilities, but it does not have emotional capabilities. Artificial super intelligence: surpassing humans in every singel capability. Super intelligence will evolve from artificial intelligence itself

Explain the effect of behavioural ethics on decision making

Behavioural ethics: Individual behaviour that is subject to or judged according to generally accepted moral norms of behaviour

Describe what hybrid work requires in communication (clarity vs. ambiguity)

Being clear is important. Be decisive

Identify and describe the six strategies to create leadership at all levels

Build participation and accountability with their team/employees Provide direction, clarity and purpose Empower people to experiment, innovate and execute: The paradox of leadership lies in staying focused on the present, while also visualizing the future and creating a roadmap to reach it. Innovation is the way to remain immune to creative destruction and disruptions. Leaders need to drive innovation and experimentation, and to continuously evolve to meet dynamic needs. Building bridges and finding solutions Agile teams and quick decision-making Constant evolution and reskilling

Explain how bias can impact machine learning

Can impact the outcomes

Clear communication:

Can you pick out the most important information and share it effectively with your team mates? True communication is the message as it is understood by the receiver.

Define and differentiate affective and cognitive trust Name the four ways to build trust with your virtual team

Cognitive: own believes about someone's skills and accountability Affective: emotional feeling for a person, does the other person care about your needs?

List the four factors that signal that firms are digitally mature

Communicate a clear, coherent digital strategy that is aligned with the overall organizational strategy Focus on the long-term Experiment and explore Invest in continuous learning and retaining talent

Define and explain the five different bargaining styles

Competing style: High assertive, low cooperative -> less concerned with relationship; cares about winning (individualist style) Accommodating: (altruist) cooperative but not assertive Avoiding: neither assertive nor cooperative; seem diplomatic, push things down the road Compromising: half way assertive, half way cooperative; each has to give up a bit, not the best outcome for both (is fair thought) Collaborate style: working so all interests are satisfied

Name the five C's/leadership skills for the AI age

Cross-cutting -> bridging out & beyond; people tend to stick to their own bubble; is in the way of change/innovation Collaborating -> key factors of successful teams; phycological safety (one can say whatever one wants) creating that by: ensure every one has a say, do not lead with their own view first, develop "social sensitivity" Master the art of inquiry (over advocacy) Coaching/ art of facilitate development of others Connecting (being a authentic leader) -> human touch, being real Curiosity -> from know it all, to learn it all

How to build trust:

Dedicate time getting to know colleagues Ask and provide feedback Take advantage of swift trust Encourage interpersonal trust (build it actively) Communicate with predictability Share and rotate power

You want to shift from co-located to virtual teams. What do you tell your leaders to prioritize?

Devote time for the team to get to know each other

Name 5 key facets about virtual meetings

Dispersion (geographical, temporal, locational, organizational, electronic) Structural dynamism (can be members of multiple teams) National diversity Shorter lifecycles More turnover

Define diversity

Diversity refers to all kinds of differences in for ex. Race, age, sex, attitudes... even when members of different groups share common values, attitudes and perceptions there is still much diversity within each group

Factors driving the need for digital transformation

Emerging digital technologies Wider reach of competitors, digital firms Digital touchpoints, social media

Name the three needs for digital transformation

Entrance of new digital technology Increase in and new competition Change in customer behaviours and shift towards more digital purchases

Name the one advantage of low medium richness communication

Equal participation (more likely to speak up about opinions)

Describe how the hybrid work model could create divisions and exclusion

Exclusion for people who are at home because of less face time Less support in the team because some are at home

Define and explain selection bias

Face recognition being biased because it was trained only with a certain set of picture of people from a certain background

Name the four factors to improve adaptive and flexible leadership

Focus on adapting and responding for change Learn to diagnose the situation and contingencies (investigative approach) Wide range of behaviours Proactively influence situation (anticipate changes)

Name the one key factor that makes teams work well together in the digital age

Forming the teams well so that they can work effectively Show the human side -> empathy, trust, connection

Explain the fudge factor theory

Fudge factor is the area where people find cheating acceptable It can be bigger or smaller depending on the situation and external factors such as probability to get caught

Explain how network position and networking behaviour serve as signals for leadership

High Networking people are more likely to be perceived as leaders

Differentiate swift and interpersonal trust

High levels of initial trust are called swift trust. Interpersonal trust emerges as the result of personal experiences between the trustor and the trustee. It is the degree to which a person can depend on others to do what they say they will.

Name the biggest mistake new leaders make their first time in a leadership role

Hire talent and onboard based on what has been successful in the past and not what they will need in the future

Identify and explain the three blurred boundaries that digital leaders need to manage

Home and work Individuals and institutions Shareholders and stakeholders

Define Digital Maturity

How organizations systematically prepare to adopt consistently to ongoing digital change.

List and explain the four common myths in negotiations

I don't need a plan for a negotiation There is a perfect time to negotiate ( perfect time is once you are prepared. One can spot a good situation/opportunity) Negotiations are a win-lose scenario Women don't negotiate

Define and apply target, reservation and BATNA in a negotiation

Identify your target (goal) Identify your reservation (what is the least you are willing to accept) Identify your options if you don't reach an agreement (BATNA - Best alternative to a negotiated agreement)

Explain how communication differs between high trust vs. low virtual trust teams

In high trust teams communications were regular and predictable, letting people know when not available. Clear communication is backbone of a team

Explain how trust changes how virtual teams share power

In high trust teams power was shifted to all team members

Define inclusion

Inclusion: the practice or policy of providing equal access to opportunities and resources for people who might otherwise be excluded or marginalized, such as those who have physical or intellectual disabilities and members of other minority groups.

Name the two types of negotiations

Integrative negotiations and Distributive negotiations

Name and define the three components of agile leadership

Iterative process Build a tribe of resources Get uncomfortable, daily

Name and explain the eight challenges of working online and remotely

Lack mutual knowledge (common ground) Misinterpretation and misunderstandings Slower development of trust (and higher likelihood of conflict) More uninhibited behaviours and therefore more conflicts Inability to monitor and control team members High inefficiency (everything takes longer) Less social facilitation Lower member satisfaction Worse team outcomes

Understand the link between understanding and listening for leaders

Leaders need to find balance between listening and acting on it

Identify and explain the two leadership gaps that working digitally create

Leadership digital gap: despite the acknowledgement that digital skills will be critical, organizations often don't foster the development of those skills The purpose Gap: often the company is less purpose-driven that what the leaders believe it to be.

Name the biggest challenge facing virtual teams

Letting go of previous believes on how we are supposed to work together and accept the new great deal of responsibility

Describe the role of managers in the digital age

Management is more the routinized way of guiding/monitoring -> algorithm can do it Leadership will determine (things machines prob. Will not be able to do Objectives / goal How? Forming teams and leading them with a human side Purpose (why are we doing the stuff we are doing)

Name and define the key facets of virtual meeting technology

Media richness (the degree to which the communication medium provides information about the meaning of messages)

Name the two biggest roadblocks to changing leaders face

Mindset related to change/fear of change Focusing on what everyone else is doing wrong and not making yourself a catalyst for what needs to happen

Define and describe strategic networks

Mix of internal and external relationships in the organization. Helps knowing what is going on.

Name the five factors to enact adaptive and flexible leadership

Monitor changes & progress Identify strategies and resistance Articulate appealing vision and motivating Build optimism and provide orientation Keep people informed and focus their attention

Identify and explain what can help improve ethical decision making

Moving to System 2 Moving from fast intuitive thinking to system 2: slower, conscious, logical -> making more conscious and ethical decisions Nudging Understand how humans behave and design institutions and organizations that will nudge them toward more ethical decisions.

Explain the difference between networks and networking

Networks: the relatively stable social structure or patterns of social relationships that are often a main determinant of access to resources, well-being, and performance Cohesive network, very inter-connected, everyone knows each other Good for sharing information -> trust Open structure -> network with structural holes Information in the network is new, not redundant Networking: Actually networking Making connections

Identify and describe the now, new and next in the development of digital leadership

Now (digital is a medium through which the communication is channeled) NEW (digitally supported leadership -> ex. Get feedback by tech. on how to act) NEXT (Human leadership may be substituted by machines - > people being led by machines. ) Works like a personal assistant; personal feedback, personalized suggestions -> fully self-reliant type of workers

Name the three places where we see digitalization

Organizational Dyadic (zweiteilig) and group level Individual

Steps for good feedback

Orient the situation (give examples of a concrete situation) Share the behaviour objectively (use only nouns and verbs - no adjectives) get the person to agree with you; none of this should be new information Share the impact their behaviour had Pass the accountability back to the other person; leave space to react and act - end with an open answer question

Identify who we stereotype and who holds stereotypes

People we don't know well Everyone holds them

Define the four activities of managers in the traditional approach to work

Plan ahead Select and organize people Command and drive employees Coordinate and control activities

How to avoid miscommunication:

Prepare your message - have it clear, prioritise information Keep it simple - use active language, structure, highlight priorities Ask open questions, allow time for questions

Identify the two dimensions of diversity

Primary Dimension (about the person -> age, gender, ethnicity, sexual orientation, race, physical ability) Secondary Dimensions (not as easily observable -> education, religion, geographical location, work, income, family status)

Name the two disadvantages of asynchronous communication (Degree to which people can communicate at the same time or they have to wait to respond to a message)

Raises questions of how to react to silence Human -computer mistakes and technology failure

What can we do to improve diversity

Rebranding what it means to be a computer scientist Advance the public's understanding for AI Women & POC need to be elevated to leadership positions in tech

Explain what AI learning means for inclusion and equality

Reskilling and democratizing AI learning will lead to more inclusive and equal organizations

Define and explain latent bias

Skewing towards men because most physics have been men

Name the three tips for how to be more present when connecting virtually

Small teams (2-5 people) Qualities of people: self-sufficient, resilient, with strong communication skills and a shared passion or bond Face-to Face kick-off and regular videos, video cameras on Formalize (and clearly communicate) the vision, roles, norms , work processes, and strategies for the team Using digital tools

Name the four disadvantages of low medium richness communication

Social loaving and extreme behaviour Slower task progress Information overload Misattributions and conflict

Define and explain interaction bias

The machines recognizes the type of item that is drawn the most. Not necessarily the right one

Explain the role of diversity in AI, where is its impact

The tech needs to be built by diverse groups to have better solutions and fairness In the field of AI there is a lack of diversity; makes it more prone to be programmed with unconscious biases

Explain why we stereotype

To categorize people and fill missing information to make quicker and more efficient decisions

Types of Teams:

Traditional (co-located teams) Virtual (distributed teams) Self-managed agile team (manage own workload, participative decision style, work very closely with topic, need little guidance, need a clear vision of goals)

Name the four ways that AI bias is so hard to fix

Unknown unknowns ( it's hard to figure out where the biases came form) Imperfect processes (the data used to test the performance of the model often has the same biases as the data used to train it -> prejudiced results) Lack of social context (the way problems are framed is often not compatible for social problems) The definitions of fairness (it's not clear what the absence of biases looks like)

Name and explain the four recommendations to improve working in virtual teams

Unlimited budget to avoid technology failure Rich interactive technology Face-to-face meetings every half of a year Focus on syncing-up (on the same line) Cultivating a feeling of being a family

Explain the utilitarian and deontological answers to the trolley dilemma

Utilitarian: hit the switch Deontological: do not hit the switch

Define utilitarian and deontological approaches to ethics

Utilitarianism: consequences are all that really matters, greatest good for the greatest number of people Deontological approach: Judges morality based on whether the action adheres to rules or duties, assessment of the motives, not the consequences of action

Imagine you are the CEO of a large company shifting from offering analog, non-digital products to offering digital products. In this context, which of the following is an example of leadership emergence?

Well networked employees are recognized as key players in the digitilization

Explain the three questions under the new approach to work and how they apply to work

Where are we going? Look even further down the road Anticipate changes Why are we going? Focus beyond the tasks - more vision and change How are we going to get there? Leaders accompany followers through change Communication is key!

List the three questions that help to understand how stereotypes work

Who do we stereotype Who stereotypes When do we learn stereotypes

List the three factors that differentiate conventional teams vs. virtual teams

Working in distributed teams are working asynchronously (working times do not a line) Co-located teams can communicate face-to-face (better communication) In both conventional and distributed teams expectations need to be clear

good job

Yes!

How to deal with miscommunication:

You will need to internally process the situation - think of how you want to clear it up Zoom out and analyse the situation objectively Slow down the situation - build in time for questions

Which of the following abilities is wrong about how leaders make decisions in uncertain, complex, and ambiguous environments? a. clarity b. understanding c. creativity d. agility

c. creativity is wrong

Identify the two main hurdles leaders face taking on a new role

effectively and quickly establish their credibility effectively and quickly establish their connectivity

Name the three different types of networking behaviour

looking to build them Maintaining behaviour: checking in/following up Using behaviour: activating it for own use

Name and explain four biases central to bounded ethicality:

outcome bias: Outcome bias arises when a decision is based on the outcome of previous events, without regard to how the past events developed slippery slope: the gradual increase of other people's unethical behaviour causes people to overlook warning signs of scandals. motivated blindness: individuals see information that supports their view but fail to notice information that contradicts their preferences. indirect blindness: people also change their ethical judgments when unethical acts are carried out through third parties.

Explain what leaders can do to lead effectively in a VUCA environmen

take an iterative approach; not static, be agile, continue learning, look from a different perspective, make internventions, seek feedback also: Confident Humility confidence in the decisions, humility about the outcome

Define digitalization

to move from analogue, traditional approaches established in the industrial age to creative, digital and technology-based approaches.

Explain what VUCA in VUCA approaching to making decisions stands for

vision understanding clarity agility

Giving constructive feedback is

vital for development