MGMT Final Concepts

5. Job enrichment vs. job enlargement

~ Job enrichment provides the opportunity for growth ~ Job enlargement merely makes a job structurally bigger

13. Questions to assist feedback givers formulate more actionable feedback (both receivers and helpful third parties can use these)

1. Ask how they came to their conclusion 2. Ask for example of behavior that concerns them 3. Ask when they observed this behavior and the impact of the behavior 4. Ask what they would like to see change

7. Steps to diagnose your network

1. Identify key contacts 2. Think about how you met them (who introduced you to them) 3. Look at the number of times you introduced yourself to the contact to see if you fell into the network traps (similarity and proximity principles)

13. Actor/observer bias

Managers in observing role experience this, are more likely to attribute failures to subordinates

13. False-consensus bias

People overestimate the likelihood that others will see things the same way they do

9. Single loop vs. double loop learning

Single loop: highly skilled workers good at it, master one set of disciplines, and rarely experience failure (so when they fail, they get defensive and stifle their ability to grasp double loop learning) Double loop: a reflective type of learning

5. Dissatisfaction-avoidance/hygiene(KITA) factors

WICSSSS 1. Working conditions 2. Interpersonal relationships 3. Company policy/administration 4. Salary 5. Security 6. Status 7. Supervision *Growth/motivation factors contribute to satisfaction while the dissatisfaction-avoidance/hygiene(KITA) factors lead to dissatisfaction*

7. Echo chambers

When all network contacts are so similar, everyone becomes friends, nobody challenges anybody to question their reasoning or expand their horizons, and the similarity of thought and skill reverberates

2. How to teach an analyzer

~ They understand a task by taking it apart, examining its elements, and reconstructing it piece by piece ~ They crave information and hate mistakes ~ Best way to teach an analyzer: give ample time to learn and prepare, role-play, postmortem exercises, break performance down into components so they can build it back up

14. Transaction-cost economics

~ Tries to identify which transactions are best organized by markets and which by hierarchies (suggests that people will make false or empty threats and promises to get better deals from one another)

16. To be useful, codes of conduct must _____.

~ be explicit ~ provide clear direction about ethical behavior when the temptation to behave unethically is the strongest. ~ also leave room for a manager to use his/her judgment in situations requiring cultural sensitivity *Also requires managers to be credible, committed, consistent*

5. Growth/motivator factors

1. Achievement 2. Recognition for Achievement 3. Work 4. Responsibility 5. Growth or Advancement *Job enrichment, not job enlargement* - Stem from human needs to: 1. Avoid pain from environment 2. Strive to better oneself through achievement *Growth/motivation factors contribute to satisfaction while the dissatisfaction-avoidance/hygiene(KITA) factors lead to dissatisfaction*

13. Features of flawed feedback & how to fix

1. Attacks the person rather than the person's behavior - To fix: start the statement with "I" rather than "you," focus on the task not the person, offer alternatives for better performance, create dialogue 2. Vague or abstract assertions, difficult to interpret - To fix: clear assertions 3. Without illustrations - To fix: enable recipients to make concrete connections 4. Ill-defined range of application - To fix: distinguish when the problematic behaviors are displayed, give a clear picture of what to change 5. Unclear impact and implications for action - To fix: explain reason why behavior is problematic and how changing will be beneficial

7. To improve your network:

1. Forge better connections (shared-activities principle) 2. Create strong ties with brokers/superconnectors to extend your network (do not go for brokers in positions of authority where everyone else looks)

13. Questions to improve giving feedback

1. How did I arrive at this conclusion? 2. What illustrations/examples can I provide for the other person to see why I see it this way? 3. Under what conditions have I observed this behavior? 4. What do I see as the specific, undesirable consequences of this behavior? 5. What would be the most constructive way to help this person achieve better results? 6. How might my emotions be affecting my evaluation and intentions?

13. Cognitive/emotional dynamics impacting feedback givers

1. Inference-making limitations - People constantly flooded with info from 5 senses so we are naturally selective about what we focus attention on - Ladder of inference (can lead to 2 opposite conclusions) 2. Attributional biases - Actor/observer bias - False-consensus bias 3. Overconfidence - People forget that their conclusions about other people are not facts, but inferences 4. Third-party perspective differences - People tend not to be able to see flaws in their own feedback, but neutral observers can 5. Strong emotions can impact ratings and feedback formulation delivery - Managers' personal anxieties, past working relations, mood, etc. can impact accuracy/quality and effectiveness of feedback

9. Steps to productive reasoning

1. Managers critically examine and change their own theories-in-use (must start at the top) 2. Connect the problem to real business problems, opportunity for practice (see how productive reasoning can make a difference) 3. Open eyes of the rest of the organization (teach people about their ineffective behavior) 4. Commit to continuous improvement 5. Explore reasoning methods 6. Keep harsh criticism low, foster open discussions 7. Generate culture where self reflection is prominent and self-blame is acceptable 8. Learn to learn to improve the business

7. 3 advantages of networks

1. Private information - Use both public and private information in making judgments - Private info is a competitive advantage because it is something unique that cannot be found in the public domain (Ex: release date of new products, unpublished software code, etc.) 2. Access to diverse skill sets - The best way to have a good idea is to have a lot of ideas - Individual success is tied to the ability to transcend natural skill limitations (can do this with highly diverse network ties to develop a more complete, creative, and unbiased view of issues) 3. Power - As organizations become flatter, power is shifted from being embedded in the hierarchy to being in the network's information brokers (bc they can adapt to changes in the organization, develop clients, and synthesize opposing points of view) - Brokers not necessarily at the top of the hierarchy or experts in their field, but they link specialists in the firm with trustworthy and informative ties

5. 9 Myths of Motivation (positive KITA practices that attempt to, but do not succeed in, instilling motivation)

1. Reducing time spent at work - motivated people seek more hours, not less 2. Spiraling wages - only motivates people to seek the next wage increase - some think that, if raising wages does not motivate, lowering them will 3. Fringe benefits (non-wage compensation such as housing, insurance, security, etc.) - these are no longer benefits, but rights (if the company does not offer them, seems to be going backwards 4. Human relations training - learning how to effectively deal with people - costly & saying please does not motivate 5. Sensitivity training - really understanding self&others - only temporary gains from comfort - fault not in what managers are doing, but in employee's failure to appreciate it 6. Communications - to help make employees understand what managers are doing for them - propaganda - but now maybe the managers are not hearing what the employees are saying 7. Two-way communication - so now management and employees are communicating and listening to each other 8. Job participation - give employees the feeling that they determine their work - goal to provide a sense of achievement rather than a substantive achievement in the task (still no motivation) 9. Employee counseling - thought that employees harbored irrational feelings that were interfering with the rational operation of the factory - counseling let the employees unburden themselves - figuring out what makes workers tick is still an issue

13. Ladder of inference steps

1. Select data from available data 2. Explain/evaluate what is happening 3. Name what's happening 4. Explain/evaluate what's happening 5. Decide what to do

7. 2 obstacles to building diverse networks

1. Self-similarity principle = workers tend to choose network contacts who resemble them in terms of experience, training, worldview, etc. because: - it is easy to trust people who are similar to you - it is efficient to work with similar people because less disagreement - like-minded people usually affirm your point of view and gratify your ego 2. Proximity principle = workers prefer to populate their networks with the people they spend the most time with (but the people around you tend to be very similar to you in training/department/background) *These things create echo chambers in networks*

5. 2 types of human needs

1. Stems from animal nature - the built-in drive to avoid pain + all learned drives derived from basic biological needs such as hunger 2. Related to that unique characteristic, the ability to achieve and experience psychological growth

17. Cultural intelligence (CQ)

A person's natural ability to interpret someone's unfamiliar and ambiguous gestures in just the way that person's colleagues would and even to mirror them

7. Superconnector

A powerful broker who shares his diverse contacts

7. How to build a network rich in social capital?

Cultivate powerful brokers who aren't in positions of authority - the places where everyone else looks

13. Actionable feedback

Feedback that produces both learning and tangible, appropriate results (increases effectiveness and improving job performance)

9. Defensive reasoning

Human tendency to design one's actions consistently according to 4 basic values: 1. To remain in unilateral control 2. To maximize "winning" and minimize "losing" 3. To surpress negative feelings 4. To be as "rational" as possible (defining clear objectives and evaluating their behavior based on whether or not they achieved them) *Purpose of these values to avoid embarrassment or threat, feeling vulnerable or incompetent*

13. Self-serving bias

In assessing our own work, we tend to see ourselves as responsible for success, and blame failures on others or external forces (so critical feedback may be perceived as inaccurate)

5. KITA (3 types of KITA)

Kick in the Ass - results in movement, not motivation 1. Negative Physical KITA (literal application): - Is inelegant - Contradicts the precious image of benevolence organizations cherish - Stimulates the nervous system; results in negative feedback 2. Negative Psychological KITA (has advantages over physical): - Cruelty not visible - Affects higher cortical centers (reducing possibility of physical backlash) - Pain sights are infinite; hits more of them - System can accomplish work over the kick's administrator - Practitioners get ego boost - No tangible evidence of a physical attack 3. Positive KITA - Changing from a push to a pull (make employees move by offering incentives) - Not real motivation because YOU are motivated, YOU want the employee to move, they just want the reward

5. Vertical job loading

Not fully worked out, but 7 useful starting points: 1. Removing some controls while retaining accountability - Motivators: responsibility and personal achievement 2. Increasing the accountability of individuals for own work - Motivators: responsibility and recognition 3. Giving a person a complete natural unit of work (module, division, area, etc.) - Motivators: responsibility, recognition, achievement 4. Granting additional authority to employees in their activity (job freedom) - Motivators: responsibility, achievement, and recognition 5. Making periodic reports directly available to the workers themselves rather than to supervisors - Motivators: internal recognition 6. Introducing new and more difficult tasks not previously handled - Motivators: growth and learning 7. Assigning individuals specific or specialized tasks, enabling them to become experts - Motivators: responsibility, growth, and advancement

5. 10 steps for job enrichment

So Anna Bet Ella Eleven Elephants that Andy Sets Prague on Fire 1. Select those jobs in which: investing in industrial engineering not expensive; attitudes are poor; hygiene now costly; motivation will make difference in performance 2. Approach to jobs with conviction that they can be changed; 3. Brainstorm a list of changes 4. Eliminate suggestions involving hygiene 5. Eliminate generalities 6. Eliminate horizontal loading suggestion 7. Avoid direct participation by employees whose jobs need to be enriched 8. Set up controlled experiment 9. Prepare for drop in performance from experimental group 10. First line supervisors will get some anxieties but will adapt

7. Should you tell a broker that they are disproportionately important to your network?

The reading suggests yes. ~ On one hand, they might feel used or want something in return that you cannot give ~ On the other hand, they may be flattered and this disclosure could deepen the relationship by revealing gratitude and sincerity (the best principle of action in a network)

8. The goal of coaching

To change the entire team dynamic, not simply to treat the alpha as an individual problem

5. Eternal triangle

~ 3 general philosophies of personnel management 1. Organizational theory - believe human needs are so irrational/varied/adjustable to specific situations that the major function of personnel management is to be as pragmatic as the occasion demands - proper job organization will lead to most favorable job attitudes 2. Industrial engineering - believe that humankind is mechanistically oriented and economically motivated so human needs are best met by attuning the individual to the most efficient work process (give people work they are best at with incentive program) 3. Behavioral science - belief that proper attitude leads to efficient job and organization structure

5. Horizontal job loading

~ Challenging the employee by increasing expected production ~ Adding another meaningless task ~ Rotating the assignments of a number of jobs that need to be enriched ~ Removing the most difficult parts of the assignment so more of the less challenging assignments can be accomplished

13. Producing actionable feedback

~ Draw on the strengths of a third-party ~ Key person nterview format (not written) because enables dialogue and Q&A, easier to recall and clarify data for more specific and valid data

13. 360 degree feedback

~ Feedback that comes from members of an employee's immediate work circle ~ Usually includes direct feedback from an employee's subordinates, peers (colleagues), and supervisors, as well as a self-evaluation

5. People are motivated by _____.

~ Interesting work ~ Challenge ~ Increasing responsibility

7. Shared-activities principle

~ Potent networks are not forged through casual interactions but through relatively high-stakes activities that connect you with diverse others ~ Activities outside of work to build real and strong relationships - but not all shared activities are equally potent ~ Shared activities outside of work forge ties between individuals by changing their usual patterns of interaction, letting them break out of their prescribed business roles ~ Best way to break through the barriers of the self-similarity and proximity principles - this offers the benefits of both of those principles without the downside

13. Subordinates may resist feedback because:

~ Seems inaccurate due to their overly-high self perceptions ~ Accepting critiques could undermine their self-esteem and self-efficacy ~ May be received as a personal attack on their ego/identity ~ May provoke psychological fears about self worth ~ Fight or flight emotional reaction ~ Creates stress that hinders learning

9. Theory of action

~ Set of rules individuals use to design and implement their own behavior as well as to understand the behavior of others ~ People consistently act inconsistently ~ Differences in the way people think they're acting and the way they are really acting (espoused theory of action vs. theory-in-use)

5. Impact of job enrichment

~ Should bring the job up to the level of challenge equal to the skill that was hired ~ Those with still more ability will eventually demonstrate it and win promotion ~ Motivators will have long term effects as opposed to hygiene

5. Motivation-hygiene theory

~ Suggests that work be enriched to bring about effective utilization of personnel

9. Doom loop and doom zoom

~ When professionals are so afraid of failure, they are brittle and if they don't do their jobs perfectly and receive approval from managers, they fall apart (doom loop) and they do not ease into it, they "zoom" into it

15. The absence of conflict is not _____, it's _____.

~ harmony ~ apathy

5. The opposite of job dissatisfaction is not _____, but _____.

~ job satisfaction ~ no job dissatisfaction

9. Learning is not merely _____, also involves _____.

~ problem solving ~ looking inward, reflecting on own behaviors, making necessary changes

16. 3 guiding principles to shape ethical behavior

1. Respect for core human values, which determine the absolute moral threshold for all business activities 2. Respect for local traditions 3. The belief that context matters when deciding what is right and what is wrong

11. Customers should be asked about _____.

Desired outcomes

6. The bottleneck (issue, outcome, remedy)

Issue: The bottleneck creates a heavy reliance on him/herself. Bottlenecks use time inefficiently. They invisibly hold up work and innovation in the network. This diminishes the entire network's performance. - Some fall into this trap by being too controlling, not delegating tasks/decision rights, holding on to info too tightly, forcing others to rely on them OR because they want to be leaders/experts Outcomes: The bottleneck's personal burnout, the organization's failure to use expertise on the network's periphery, slow network response Network Remedy: Identify categories of information, decision rights and tasks that can be reallocated to alleviate overloaded points and draw others into the network

6. The formalist (issue, outcome, remedy)

Issue: The formalist relies too heavily on an organization's formal structure, has an inaccurate perception of the informal network and therefore fails to leverage it as means to get work done Outcomes: Formalists may suffer personal frustration, as things do not happen the way they expect them to. In the organization, plans will be implemented ineffectively and opportunities will be missed Network remedy: Identify brokers (people that connect disparate groups), marginalized voices, overloaded points and fragmentation where networks have fallen out of alignment

6. The biased networker (issue, outcome, remedy)

Issue: the biased networker allows certain voices (such as those with similar functional background, physical location, or common values) to become disproportionately important in business decisions Outcome: poor strategies, inflexibility, and unethical decisions Network remedy: identify and correct overinvestment and underinvestment in relationships

10. Analytics

= quantitative or statistical models used to analyze business problems

3. 8 errors in the 8 steps to successful organization transformation

*More than these 8 errors can be made, but these are the big ones that mean the difference between success and failure* 1. Not establishing a great enough sense of urgency 2. Not creating a powerful enough guiding coalition 3. Lacking a Vision 4. Under-communicating the vision 5. Not removing obstacles to the new vision 6. Not systematically planning for, and creating short-term wins 7. Declaring victory too soon (killing momentum, tradition seeps back in) 8. Not anchoring changes in the corporation's culture

3. 2 factors particularly important in institutionalizing change in corporate culture

1. A conscious attempt to show people how the new approaches, behaviors, and attitudes have helped performance 2. Taking sufficient time to make sure that the next generation of top management really does personify the new approach (change can be undone by successors)

17. 6 steps to developing cultural intelligence

1. Examine your CQ strengths and weaknesses to establish a starting point for subsequent development efforts 2. Select training that focuses on your weaknesses (acting classes, reading business case studies, etc.) 3. Apply the general training in a real practice situation 4. Organize personal resources to support the chosen approach 5. Enter the cultural setting you need to master 6. Reevaluate newly developed skills and how effective they have been in the new setting, possibly undergo further training in specific areas

2. The 3 levers

1. Make the most of strengths ~ Requires spending a lot of time observing employees ~ To identify the person's strengths: "What was the best day at work you've had in the past 3 months?" ~ To identify weaknesses: "What was the worst day you've had at work in the past 3 months?" ~ Good managers take focus-on-strength approach 2. Trigger good performance ~ Right and wrong triggers ~ Examples of triggers: - Employee's trigger may be tied to a particular time of the day - Trigger may be tied to time with the boss - Trigger may be tied to independence - Most powerful trigger is recognition, not money ~ But each employee plays to a slightly different audience (either for peers, or the boss, for professional/technical awards, for feedback from customers) so much tailor praise accordingly 3. Tailor to learning styles ~ Analyzers, doers, & watchers

14. Advice about pay

1. Managers would do well to keep the difference between labor rates and labor costs straight 2. To combat the myth about the effectiveness of individual performance pay, managers should see what happens when they include a large dose of collective rewards in their employees' compensation package (the more aggregated the unit used to measure performance, the more reliably performance can be assessed - too difficult to give everyone credit for their exact individual contributions) 3. Managers can fight the myth that people are primarily motivated by money by de-emphasizing pay and not portraying it as the main thing you can get from working at a particular company 4. Managers must realize that pay has substantive and symbolic components and must make sure that their pay system sends the correct messages and fits the culture 5. Managers should also consider using other methods besides pay to signal company values and focus behavior (ex: talking about it) 6. Make sure that pay practices are congruent with other management practices and reinforce rather than oppose their effects

12. Adaptive techniques that can alter how you respond to feedback and to the changes it demands

1. Recognize your emotions and responses: Understanding that you are experiencing fear and that you are exhibiting a maladaptive response to fear are the critical initial steps towards adaptive change → they require self-honesty and little detective work → gradually becomes easier to respond differently, even though the fear, anger, or sadness may remain 2. Get support: It's critical to ask for help from trusted friends who will listen, encourage, and offer suggestions → its nearly impossible to make significant change without such encouragement → support comes in many forms, but it should begin with at least 2 people with whom you feel emotionally safe 3. Reframe the feedback: Allows you to reconstruct the feedback process to your advantage → involves putting the prospect of asking or reacting to feedback in a positive light so that negative emotions and responses lose their grip 4. Break up the task: Divide up the large task of dealing with feedback into manageable, measurable chunks, and set realistic time frames for each one → most people can't change more than one or two at a time, so taking small steps reduces your chance of being overwhelmed and makes change more likely 5. Use incentives: Pat yourself on the back as you make adaptive changes → rewarding yourselves when you take an important step will help you to persevere in your efforts → the incentive should be commensurate with the achievement

16. Thomas Donaldson's core human values

1. Respect for human dignity - individuals must not treat others simply as tools (must recognize a person's value as a human being) 2. Respect for human rights - individuals and communities must treat people in ways that respect basic human rights to health, education, safety, and an adequate standard of living 3. Good citizenship - members of a community must work together to support and improve the institutions on which the community depends *The 3 core human values must be the starting point for all companies as they formulate and evaluate standards of ethical conduct at home and abroad, but are not specific enough to guide managers through actual ethical dilemmas*

1. 4 key supports for work teams

1. Reward system that recognizes and reinforces excellent team performance (not just individual contributions) 2. Educational system that provides teams, at their initiative, any training or technical consultation that may be needed to supplement members' own knowledge and expertise 3. Information system that provides teams the data and forecasts members' need to proactively manage their work 4. Mundane material resources (equipment, tools, space, money, staff, etc.) that the work requires

6. 3 things about high performers and their networks

1. Structural: high performers have greater tendency to position themselves at key points in a network, and they leverage the network around them better when implementing their plans 2. Relational: high performers tend to invest in relationships that extend their expertise and help them continuously learn/develop at work - they also bridge ties across aspects of formal structure 3. Behavioral: invest in relationships, create value all around, and connect with others as people not as means to an end (to create high-quality network, not just a big network)

10. How do firms become analytical competitors?

1. Supply factors for analytical competition: - high quality data - a capable technology environment - quantitative expertise 2. Demand factors for analytical competition: - willing senior executives - stimulating demand

16. Absolutism's 3 problematic principles

1. That there is a single list of truths - Clashes with the belief that different cultural traditions must be respected - Different cultures have different values and loyalties (community, family, organization, or society) as foundations of their ethical behavior 2. That they can be expressed only with one set of concepts - But we all learn ethics in the context of our particular cultures 3. That they call for exactly the same behavior around the world - But context must shape ethical practice (different things happen in different places because conditions are different everywhere in the world)

1. For a team whose leader made none of the 6 mistakes, this would be true:

1. The task is fully appropriate for performance by a team 2. The team is an intact performing unit whose members and leader perceives it as a team and deals with it as such 3. The team has a clear, authoritative, and engaging direction for its work 4. The structure of the team - its task, composition, and core norms of conduct - promotes rather than impedes competent teamwork 5. The organizational context provides support and reinforcement for excellence through policies and systems that are specifically tuned to the needs of work teams 6. Ample, expert coaching is available to the team at those times when members most need it and are ready to receive it

6. 3 kinds of bridging ties important to high performers' networks

1. Ties bridging hierarchical levels - higher levels can help a high performer make decisions, acquire resources, develop political awareness, and gain awareness of happenings in the company - same level useful for brainstorming and providing specific help/info - lower levels best source of technical info/expertise 2. Ties bridging functional and organizational lines - when new opportunities come along, better able to visualize how they might integrate people in their network to provide a more comprehensive solution than their peers with less far-ranging networks 3. Ties bridging physical distance - proximity frequently dictates peoples' networks, despite technology (this means people allow proximate others - not the best expertise - to influence them)

1. 3 components involved in enabling a structure for a work team

1. Well-designed team task (one that engages members, sustains motivation, uses members' skills, provides them with autonomy, and generates direct and trustworthy feedback) 2. Well-composed group (as small as possible, clear boundaries, members with adequate task and interpersonal skills, and have a good mix of members) 3. Clear and explicit specification of the basic norms of conduct for team behavior (so that they do not have to waste time discussing which behaviors are acceptable or not)

1. 4 questions necessary to install proper conditions for team work

1. Who decides? (authority structure) 2. Who is responsible? (work structure) 3. Who gains? (reward structure) 4. Who learns? (opportunity structure)

4. "Resilient" organizations

= the healthiest organizations ~ Can react quickly to challenges and recover quickly from those they cannot dodge

1. AP = PP - PL

Actual Productivity (what the team actually accomplishes) = Potential Productivity (what the team is theoretically capable of) - Process Losses (coordination and motivational problems) ~ The reason why Hackman says team work is inefficient ~ No empirical justification for +PG (process gains - the synergistic benefits that can emerge when people work together)

6. The chameleon (issue, outcome, remedy)

Issue: leaders absorb the interests, values, and personalities of diverse subgroups, causing misalignment where alignment is needed Outcome: lack of alignment among key people and subgroups that need to work together slowly and invisibly drains momentum and effectiveness from the work effort Network remedy: use networking techniques to discover where and how people need to be connected underneath the leader - Rising stars whose early influence was built on persuading those of higher authority to do things for them are likely to fall into this trap - Consequences of chameleon's changeability in ethical dilemmas: • Short supply of time, • Trusted advice, • And self knowledge

11. Functional fixedness

The inability to think outside of the current box of product offerings

16. When dealing with cross-culture ethical differences, you should operate somewhere in between _____ and _____.

respect for core human values and respect for local traditions.

16. How to resolve a conflict of relative development

~ Ask, "would this practice be acceptable at home if my country were in a similar stage of economic development?" ~ Consider also differences in regulatory environments *If the answer is yes, the practice can be deemed permissible*

16. How can a company respect human rights?

~ By acting in ways that support and protect the individual rights of employees, customers, and surrounding communities ~ By avoiding relationships that violate human rights to health, education, safety, and an adequate standard of living

16. How can a company respect human dignity?

~ By creating and sustaining a corporate culture in which employees, customers, and suppliers are treated not as means to an end but as people whose intrinsic value must be acknowledged ~ By producing safe products and services in a safe workplace

16. How can a company be a good citizen?

~ By supporting essential social institutions (economic system and education system) ~ By working with host governments and other organizations to protect the environment

15. Benefits of management teams that challenge one another's thinking

~ Create a richer range of options ~ Develop a more complete understanding of the choices ~ Make effective decisions for competitive environments

16. Codes of conduct are only a start, managers must also be...

~ Credible ~ Committed ~ Consistent

16. Ethical imperialism

~ Idea on the other side of the spectrum from cultural relativism ~ Directs everyone to do everywhere exactly what they do at home ~The theory behind this is absolutism, which is based on 3 problematic principles

15. Process fairness

~ Involves significant participation and influence by all concerned ~ Is enormously important to most people - they will even accept outcomes they dislike if they believe the process by which those results came about was fair

3. Potential obstacles to achieving the vision

~ Organizational structure ~ Compensation/reward systems ~ Bosses who refuse to change or make demands inconsistent with the vision

14. The economic model of human behavior

~ Presumes that behavior is rational and designed to maximize the individual's self-interest (suggests that people take jobs and decide how much effort to expend in those jobs based on their expected financial return)

14. The agency theory

~ Says there are differences in preferences and perspectives between owners and those who work for them (suggests that employees have different objectives than their employers and have the opportunity to misrepresent information and divert resources to personal use)

3. 8 Steps to successful organization transformation

*Each step must be carried out completely and in this order* 1. Establish a sense of urgency - Examine market/competitive realties - Identify and discuss potential crises and opportunities 2. Form a powerful guiding coalition - Assemble a group with enough power to lead the change effort - Encourage the group to work together as a team 3. Create a vision - Help direct the change effort - Develop strategies to achieve the vision 4. Communicate the vision - Using every vehicle possible - Teach new behaviors by the example of guiding the coalition ("walk the talk") 5. Empower others to act on the vision - Get rid of obstacles for change - Change systems or structures that undermine the vision - Encourage risk taking and nontraditional ideas 6. Plan for and create short-term wins to keep urgency level up and maintain momentum - Plan for visible performance improvements - Establish goals - Create those improvements (achieve the objectives) - Recognize and reward employees involved in the improvements 7. Consolidate improvements and produce still more change - Use increased credibility to change systems, structures, and policies that don't fit the vision - Hire, promote, and develop employees who can implement the vision - Reinvigorate the process with new products, themes, and change agents 8. Institutionalize new approaches - Articulate the connections between the new behaviors and corporate success - Develop the means to ensure leadership and succession

4. Elements of successful programs to fix passive-aggressive organizations include:

*First, and most difficult thing to do, is get the passive-aggressive organization's attention, to make everyone realize it needs to change* ~ Bring in new blood: Outsiders often lead the change in passive-aggressive organizations → They send the signal that the company is too far gone to fix itself, and they bring new standards that they expect the organization to meet, standards that haven't been worn down by the habit of making excuses ~ Leave no building block unturned: The best way in getting a passive-aggressive organization's attention is by changing everything at once (the magnitude of the problem and the effort to fix it will be undeniable) ~ Make decisions and make them stick: Clarifying and articulating decision rights is the first order of business in fixing a passive-aggressive organization (and once they are clarified, they must be respected) ~ Spread the word - and the data: Employees must know which issues deserve the highest priority and everyone must have access to the relevant data ~ Match motivators to contribution: Identify employees valuable to company and compensate them accordingly for their efforts

8. 5 steps towards alpha growth

1. Admit vulnerability: When an alpha admits he is afraid or asks for help, the impact on his team is profoundly positive → when an alpha discloses the traits he's working to improve, it helps convince his team that he's serious about changing 2. Accept accountability: Alphas tend to feel accountable for their own performance but have difficulty accepting responsibility for their impact on other people's performance → alphas should use the "rule of three": if a problem happens once, it may be the sole individual that is responsible, but if it happens three times, then the alpha must take some responsibility/ask himself what he should do differently 3. Connect with underlying emotions: Though alphas don't like emotions, he is often teeming with unacknowledged emotions that clout his judgment → if the coach can help the alpha feel and detect his emotions more fully, he is less likely to burst out at inappropriate moments → he can channel them constructively to avoid temper tantrums 4. Balance positive with critical feedback: Alphas feel uncomfortable both giving and receiving praise as they are adamant about not appearing "soft" → coach should use both criticisms and validation → balance of positive and negative feedback is more likely to motivate change 5. Become aware of patterns: People tend to slip into a whole set of dramatic, predictable roles that spring from the family and school dynamics in which they grew up → we see and are seen through personas - the roles we see ourselves playing or the roles others see us in → to get around this problem, the coach should tell the alpha that any extreme behavior or recurring pattern signifies that he's fallen into one of his personas

15. 6 tactics for effective conflict in management teams (to avoid interpersonal conflict)

1. Base discussion on current, factual information - more information is better - focus on issues and data, not personalities and opinions - this grounds strategic discussions in reality 2. Develop multiple alternatives to enrich the debate - focusing on only one or two alternatives minimizes opportunity for disagreement and limits creativity - diffuses conflict because choices become less black and white, individuals gain more room to vary their degree of support over a range of options - easier to shift positions without losing face - generating options brings the team together (creative and fun process) 3. Create common goals, rally around them - builds team cohesion by stressing the shared interests of all members in the outcome of the debate - frame as collaboration, not competition - not homogenous thinking, just a shared vision - no winners or losers in the end 4. Use humor - relieve tension - emphasize the excitement, not stress of the situation - works as a defense mechanism by putting difficult situations in a broader life context and making negative information less personally threatening - positive mood makes people more optimistic, forgiving, creative, and perceptive to others' arguments 5. Balance the power structure - the decision making process must be perceived as fair to avoid interpersonal conflict - highly centralized power structures often generate high levels of interpersonal conflict - interpersonal conflict lowest in "balanced power structures" 6. Resolve issues without forcing consensus - consensus is not always possible, insisting on agreement can lead to endless haggling/frustration and no resolution - seek "consensus with qualification"

10. Action steps for analytical competition

1. Begin to build analytical skills 2. Get your data in shape 3. Implement analytical technology 4. Examine your business strategy 5. Find an executive partner

1. 3 times in the life of a task-performing group when members are likely to be open to coaching interventions

1. Beginning/start of work (focus on motivation) 2. Midpoint/when half the work has been done/when half the allotted time has passed (time for consultation and revision) 3. End/when a piece of work has been finished (focus on education and preparation for the next project)

6. 6 network traps

1. Bottleneck 2. Formalist 3. Disconnected expert 4. Biased networker 5. Surface networker 6. Chameleon

1. 2 obstacles on the road to successfully structuring, supporting, and leading teams

1. Co-op obstacle 2. Corporate obstacle

8. Coaches fail alphas because of 3 traps:

1. Coach comes across as *too passive* (plays the "loose and light" approach & alphas aren't "loose and light" and therefore won't find anything the coach says credible or relevant) 2. Coach may fall into the trap of *excessive secrecy* (in their efforts to ensure the alpha of the confidentiality of the program, the coach may hinder any real change from occurring within the alpha - coworkers must be included because lasting improvement requires the entire system to evolve) 3. Coach *kowtows* the alpha (kowtowing an alpha inhibits a coach from establishing a constructive relationship rather than an irrelevant one)

16. 2 common conflicts that arise when countries have different ethical standards

1. Conflict of relative development - ethical standards conflict because the countries are on different levels of economic development 2. Conflict of cultural tradition - differences in norms due to religious or cultural beliefs/traditions

15. 5 approaches that help generate constructive disagreement within a team

1. Create a heterogenous team (diverse ages, genders, functional backgrounds, and industry experience) 2. Meet as a team regularly and often 3. Encourage them to assume roles beyond their obvious product, geographic, or functional responsibilities 4. Apply multiple mind-sets to any issue 5. Actively manage conflict (don't agree too soon or too easily)

15. Consensus with qualification (2 step process&benefits)

1. Executives talk over an issue and try to reach consensus. If they can, the decision is made. 2. If they can't, the most relevant senior manager makes the decision, guided by input from the rest of the group. Benefits: - Involves "process fairness" - Assumes that conflict is natural and not a sign of interpersonal dysfunction - Encourages everyone to bring ideas to the table but clearly delineates how the decision will be made - Is fast

8. The right way to coach an alpha

1. Get his attention: with copious and credible data → provide undeniable proof that his behavior doesn't work nearly as well as he thinks it does (360-assesments often a wake-up call) 2. Demand his full commitment: trying to work with a defensive leader who isn't committed to change is only a waste of time and company money 3. Speak his language: Present data in charts, graphs, and metrics for maximum impact, since that's how alphas present their data → make sure the alpha values the information enough to act on it 4. Hit him hard enough to hurt: Use emotionally loaded language to help the alpha realize the consequences of his behavior → alpha's respond remarkably well to hard-hitting language → "no pain, no gain" 5. Engage his curiosity and competitive instincts: Point out signs of an alpha's own defensiveness (he will believe that he speaks the truth while everyone else gets defensive) and show him how this mind-set prevents him from learning

17. Three sources of cultural intelligence

1. Head (cognitive) - Learning about the beliefs, customs, and taboos of foreign cultures will never prepare a person for every situation that arises - Need learning strategies in cross-cultural situations: observe, find consistencies/shared understandings in the culture, draw general conclusions 2. Body (physical) - By adopting the cultural habits/mannerisms of the people around you, you see what it is like to be them, you prove that you esteem them well enough to want to be like them, and they will become more trusting and open 3. Heart (emotional) - Confidence is the key to persevering in difficult, cross-culture situations - A person who doesn't believe him/herself capable of understanding people from different cultures will often give up after her efforts meet with hostility or incomprehension - important to stay motivated and keep trying

14. 4 decisions about compensation

1. How much to pay employees 2. How much emphasis to place on financial compensation as part of the total reward system 3. How much emphasis to place on attempting to hold down the rate of pay 4. Whether to implement a system of individual incentives to reward differences in performance and productivity and, if so, how much emphasis to place on these incentives

14. 6 myths about compensation

1. Labor rates and labor costs are the same thing 2. You can lower your labor costs by cutting labor rates 3. Labor costs constitute a significant proportion of total costs 4. Low labor costs are a potent and sustainable competitive weapon 5. Individual incentive pay improves performance 6. People work for money

10. Stages of analytical competition

1. Major Barriers - Organizations have the desire to become analytical but lack the will and skill to do so - Organizational and technical barriers 2. Local Activity - Organizations have made substantial progress in becoming more analytical, but it is primarily local, within particular functions or units - Business intelligence produced economic benefits, but not enough to affect that company's competitive strategy 3. Vision Not Yet Realized - Organizations grasp the value and promise of analytical competition, but are a long way from actually succeeding with it - Some can articulate the vision, but have not begun implementing it - Others have high levels of functional or business unity autonomy, but have trouble mounting a cohesive approach to analytics across the enterprise 4. Almost There - Organizations have the vision and are close to achieving it - Some are still in the process of adopting an enterprise-wide approach to analytical competition - Others competing on the basis of analytics, but also other factors 5. Analytical Competitors - Organizations have embarked upon analytical competition as a primary dimension of strategy and now exhibit each of the attributes described as the components of analytical competition

11. The opportunity algorithm/Planning a new product

1. Outcome-based interviews must be carefully structured and planned to elicit the correct information. - Define the process associated with the product's use before customer interviews take place. - Focus customer input on the outcomes produced by the product. 2. Capture desired outcomes - When customers get diverted in a focus group, redirect them to outcome-based focus. - Discourage customers talking about solutions. 3. Organize outcomes - The information gathered must be carefully structured. - Remove duplicates. - Identify common themes. 4. Rate outcomes for importance and satisfaction - Once outcomes are categorized, use a quantitative survey to rate customer outcomes. - Use an appropriate mathematical formula to rate perceptions of the attractiveness of each potential opportunity (the *opportunity algorithm*). 5. Use the outcomes to jump-start innovation. - Data can uncover opportunities for "product development, market segmentation, and better competitive analysis - Define desired competitive position first, then proceed to new product development. - Then consult research and development department to generate new ideas.

4. 7 major organization types

1. Passive-Aggressive: Congenial and seemingly conflict free, achieves consensus easily, but struggles to implement agreed-upon plans 2. Overmanaged: Its multiple layers of management create analysis paralysis and also politicize decision-making 3. Outgrown: Too large and complex to be effectively controlled by a small team, but has yet to democratize decision-making authority 4. Fits-and-Starts: Contains scores of smart, motivated, and talented people who rarely pull in the same direction at the same time 5. Military Precision: Dominated by a small, involved senior team; succeeds through superior execution and the efficiency of its operating model 6. Just-in-Time: Inconsistently prepared for change but can rise to an unanticipated challenge without losing sight of the big picture 7. Resilient: Highly adaptable to external market shifts, yet focused on and aligned behind a coherent business strategy *Of the seven types, the passive-aggressive organization is the hardest to change because such companies had more time to accumulate and institutionalize dysfunctions, and their people are the most cynical about reform attempts*

17. 6 cultural intelligence profiles

1. The provincial - effective when working with people of similar backgrounds, but runs into trouble when asked to work with people of different backgrounds/cultures 2. The analyst - Methodically deciphers a foreign culture's rules and expectations by resorting to a variety of elaborate learning strategies, then deciding how to interact with them 3. The natural - Relies entirely on intuition rather than on a systematic learning style 4. The ambassador (most common type for multinational managers)- May not know much about the culture he has just entered, but he convincingly communicates his certainty that he belongs there - Confidence is the most powerful component of his cultural intelligence, but the ambassador must be humble enough to know that he doesn't know to avoid underestimating cultural differences 5. The mimic - Has a high degree of control over his actions and behavior, if not a great deal of insight into the significance of the cultural cues he picks up - Mimicry puts hosts and guests at ease, facilitates communication, and builds trust 6. The chameleon - Possesses high levels of all three CQ components and is a very uncommon managerial type - Don't generate any of the ripples that unassimilated foreigners inevitably do *Many managers are a hybrid of two or more types*

4. Development pattern for passive-aggressive organizations (3 classic failings)

1. Unclear Scope of Authority: Misunderstandings and misrepresentations concerning who really has control over which decisions 2. Misleading Goals: Failure to properly align incentives and goals of the organizations & Failure to deliver on commitments becomes acceptable as long as one has a reasonable excuse 3. Agreement Without Cooperation: Passive-aggressive organizations are usually the sum of a series of ad hoc decisions or events that made sense in the moment but have the effect of gradually blurring decision rights → shot-gun arrangements outlive individual rationales and organization is left without a coherent overall plan

1. 6 mistakes managers make in using teams

1. Use a team for work that is better done by individuals - ex: creative writing, executive leadership 2. Call the performing unit a team but manage members as individuals - does not create a real team with autonomy 3. Do not maintain an appropriate balance of authority between managers and teams - authority about direction of the team should go to the manager but authority about the means by which those ends are accomplished should go to the team itself 4. Dismantle existing organizational structures so that teams are fully "empowered" to accomplish the work - often end up providing teams with less structure than they need - see the 3 components involved in enabling a structure for a work team 5. Specify challenging team objectives, but skimp on organizational supports - teams can fail due to frustration of not having the necessary resources (see 4 key supports for work teams) 6. Assume that members already have all the skills they need to work well as a team - may need team coaching (best coaching when leader exploits their unique personality and style to get the lesson across) - different issues for teams at different times in work process (see 3 times in life of a task-performing group when...)

17. One element that emotional and cultural intelligence share

A propensity to suspend judgment, to think before acting (prevents resorting to stereotyping)

16. 6 Guidelines for global ethical leadership

ARCHSM 1. Treat corporate values and formal standards of conduct as absolutes (do not waver on the chosen ethical standards) 2. Create a company culture that rewards ethical behavior 3. Design and implement conditions of engagement for suppliers and customers 4. Allow foreign business units to help formulate ethical standards and interpret ethical issues 5. In host countries, support efforts to decrease institutional corruption and aid in reform (in tax system, import/export procedures, procurement practices, etc.) 6. Exercise moral imagination (resolve tensions responsibly and creatively)

16. Respect for local traditions is the same thing as cultural relativism?

FALSE. Some practices are clearly wrong anywhere in the world.

14. Paradox in achieving high organizational performance through innovative pay practices

If it were easy to do, it wouldn't provide as much competitive leverage as it actually does

6. The surface networker (issue, outcome, remedy)

Issue: the surface networker engages in surface-level interactions to connect with others but does not engage in behaviors that build the personal connection, sense of trust and reciprocity critical to relationships that are truly helpful over time Outcome: the surface networker's loose contacts tend to be effective only when he or she has something to offer, not when he or she is in need of help Network remedy: use the network diagnostic to uncover self- and peer perceptions and modify behavior accordingly

6. The disconnected expert (issue, outcome, remedy)

Issue: this otherwise high performer does not address skill gaps - deficiencies of technical expertise, decision-making ability, or interpersonal style - by leveraging relationships Outcome: the disconnected expert will ultimately fail when a new role or changing times demand underdeveloped skills Network remedy: develop self-awareness and actively build ties to those who can help address skill gaps

12. Destructive behaviors arising from critical feedback:

Please Don't Be Jealous, Self 1. Procrastination: We procrastinate consciously - when we feel helpless about a situation and are anxious, embarrassed, or dissatisfied with it → commonly contains an element of hostility or anger 2. Denial: We're in denial when we're unable or unwilling to face reality or fail to acknowledge the implications of our situations → most often a conscious response 3. Brooding: Brooding is a powerful emotional response, taking the form of morbid preoccupation and a sense of foreboding → brooders lapse into passivity, paralysis, and isolation 4. Jealousy: Comparing ourselves with others is a normal behavior, but it becomes maladaptive when it is based on suspicion, rivalry, envy, or possessiveness → Jealous people may over idealize others whom they perceive to be more talented, competent, and intelligent; in doing do, they debilitate themselves 5. Self-Sabotage: Usually an unconscious behavior, workplaces are full of people who unconsciously undercut themselves

12. 4 steps to obtaining proactive feedback:

Take a SEAT 1. Self-Assessment: Can be a tough assignment, particularly if one has never received useful feedback to begin with → determine which elements of the job are most important → then recall informal feedback received from coworkers 2. External Feedback: Asking for feedback is generally a two-part task → first: speak to a few trusted colleagues to collect info that supports or revises your self-assessment → second: directly ask your boss for feedback → third: assure boss that criticisms and suggestions will be heard, appreciated, and positively acted on 3. Absorbing the Feedback: It is important to keep your reactions private until you can replace them with adaptive responses that lead to an appropriate plan of action 4. Taking Action: Coming to conclusions about, and acting on, the information you've received

2. Great leaders _____, while great managers _____.

~ "tap into the needs and fears we all share" & "capitalize on what is universal" ~ "perform their magic by discovering, developing, and celebrating what's different about each person who works for them" & "know and value the unique abilities and even the eccentricities of their employees and learn how best to integrate them into a coordinated work plan" *You can be both*

1. The co-op and corporate obstacles are _____.

~ "two sides of the same coin." ~ In both cases, an unwillingness or inability to establish the set of conditions that enable teams to perform well ~ WHY? Because of "institutional forces" - For co-ops: the reluctance stems from an ideologically based preference for vision and leadership over hierarchy, structure, and bureaucracy - For corporations: the problem is the unfriendliness to teams of those organizational structures and systems that already exist - and with which managers are reluctant to meddle

7. Information broker

~ A person who occupies a key role in a social network by connecting disparate groups of people ~ Connect specialized pools of knowledge by liking independent network clusters together - giving each member of each cluster better access to other parts of the companywide network

3. Successful coalitions

~ Are usually powerful in title, information, expertise, reputation, relationships ~ Include people who are not a part of senior management, tends to operate outside of the normal hierarchy ~ Have a shared assessment of the company's problems and opportunities ~ Have solid level of trust and communication

16. How to resolve a conflict of cultural tradition (2 questions)

~ Ask, "is it possible to conduct business successfully in a host country without undertaking the practice?" ~ Ask, "is the practice a violation of a core human value?" *Both answers must be no for the practice to be deemed permissible*

10. Business objectives and issues driving most of the analytical activity in firms:

~ Customer or consumer ~ Supply chain ~ Financial performance and cost management ~ Research and new product/service development ~ Strategic planning ~ Human resources

6. Organizational leaders need to be more adept at these network behaviors:

~ Exercising informal influence ~ Finding ways to learn faster than the competition ~ Stimulating creativity in others

10. Strategies involving optimization require:

~ Extensive data on the state of the business environment and the company's place within it ~ Extensive analysis of the data to model the environment, predict the consequences of alternative actions, and guide executive decision making ~ Analysts and decision makers who both understand the value of analytics and know how best to apply them for enhanced performance

4. Misalignments of the 4 organizational building blocks in passive-aggressive organizations

~ Ineffective Motivators: no incentive systems, no ways in distinguishing better performance from worse → motivators can be implicit or explicit → whether or not his/her office has a window, whether he/she receives a company car or is invited to important meetings, etc. ~ Unclear Decision Rights: Individuals are unclear on where their responsibilities end and where their other employees' begin → vaguely defined roles give employees "plausible deniability" when things go wrong → authority becomes fragmented ~ The Wrong Information: Employees are more interested in activities going on within company than the reality of the competitive landscape of the industry → affects the firm's long term survival → employees are reluctant to share information of value because the recipient will often benefit more than the sharer ~ Misleading Structure: Individuals lack clear measure of how they add value → rely on formal hierarchy structure that is often useless because decision rights are unclear

2. The focus-on-strength approach

~ Look out for both strengths and weaknesses but focus on strengths ~ Reinforce self assurance b/c self assurance > self awareness ~ Give employees realistic assessment of the obstacle but an unrealistically optimistic belief in their ability to overcome it ~ If success: praise and say it's because the employee has become so good at deploying specific strengths ~ If failure: offer relevant training, allow time for employee to incorporate new skills, and look for signs of improvement OR find a partner with strengths that complement their weakness OR give them a technique that helps accomplish the task through discipline rather than instinct

Co-op obstacle

~ More commonly found in organizations that aspire to cooperative or democratic ideals (all important matters are decided by membership vote) ~ Problem: spend too much time debating their values, purposes, and collective directions ~ Problem: equity and equality such dominant values that members find it difficult to delegate real authority to anyone ~ Problem: many co-ops reluctant to establish and enforce use of organizational structures and systems that could have supported teams in their work

6. Problems with "power networking" (focus on growing a big network)

~ Networks with merely large and no other distinguishing characteristics have slight negative effect on performance ~ Most people do not want to live their lives in a world of nonstop "power" networking (surface networkers often seen as politicians, salespeople, gossips) ~ The surface networker's loose ties to many people tend to be useful only when the networker can be a broker, so surface networkers often do not benefit from others bringing opportunities to them ~ When things go wrong, surface networkers do not help in the way that well-invested relationships with a history of trust, reciprocity, and even true friendship do High performers: - Understand their networks are important to their work and, thus, worthy of investment (balanced investment in accomplishment and relationships) - Are selective in initiating relationships that extend their abilities - Tap into and respond to networks appropriately - Are avid learners

16. Cultural relativism

~ No one culture's ethics are better than any other's ~ No international rights or wrongs ~ Becomes an inadequate discourse when the practices in question are significantly damaging

14. Companies that have successfully transcended the myths about pay know:

~ Not to be trapped by convention ~ That pay cannot substitute for a working environment high on trust, fun, and meaningful work ~ That it is more important to worry about what people do that what they cost ~ That zero-sum pay plans can set off internal competition that makes learning from others, teamwork, and cross-functional cooperation a dream rather than a daily reality

10. Attributes of analytically-oriented companies

~ One or more senior executives who are strongly advocating analytics and fact-based decision making ~ Widespread use of not just descriptive statistics, but predictive modeling and complex optimization techniques ~ Substantial use of analytics approaches across multiple business functions or processes ~ Movement toward an enterprise-level approach to managing analytical tools, data, and organizational skills and capabilities

4. "Passive-aggressive" organizations

~ Organization with a quiet but tenacious resistance, in every way and an open resistance to corporate directives ~ Characteristics: - Employees only put in enough effort to feel compliant - Employees feel free to do as they see fit because there are rarely unpleasant consequences, and the directives seem misguided and worthy of defiance - Senior management has left unclear where accountability actually lies, absolving managers of final responsibility of their actions - Actions are accompanied by second guessing - People w/ authority lack information to exercise it wisely or the incentives to serve the company's strategy and interests or the personnel that will carry out their directives - People with the incentives and information necessary to make good decisions lack the authority to execute them or oversee their execution by others

8. Alpha males

~ People who aren't happy unless they're the top dogs/call the shots ~ Natural leaders, comfortable with responsibility ~ Take extraordinarily high levels of performance for granted (in themselves and others) ~ Alphas have opinions about everything and rarely admit that these opinions may be wrong or incomplete (tend to grow impatient with people who don't think as fast as they do & prevents them from listening to others) ~ The more pressure an alpha feels to perform, the more he shifts his leadership style from constructive and challenging to intimidating or abusive (organizations become dysfunctional when people avoid dealing with a difficult alpha and instead work around him) ~ Alphas tend to be unemotional and analytical (eager to learn about business, technology, and "things" but have little curiosity about people and feelings b/c paying attention to feelings detracts from getting the job done)

15. Balanced power structure

~ Powerful leader (CEO) - more powerful than the other members, but the members do hold substantial power and participate in strategic decisions ~ Most like democratic politics ~ Members show interest in their actives, are satisfied, friendly with other members, and collaborate well

2. Why is it beneficial to identify and capitalize on each person's uniqueness?

~ Saves time ~ Makes each person more accountable ~ Builds a stronger sense of team ~ Introduce a healthy degree of disruption into your world (shuffle existing hierarchies/assumptions about who does what/beliefs about where true expertise lies *makes good business sense*

6. Strategically leveraging relationships allows rising stars to:

~ See the bigger picture better ~ Generate innovative solutions by integrating diverse expertise ~ Position their efforts well ~ Bypass bureaucratic gridlock ~ Obtain necessary resources and support *High performers tend to occupy network positions that bridge otherwise disconnected clusters of people*

10. Optimization of key business practices involves:

~ Serving optimal customers, not ALL customers ~ Optimizing supply chains to minimize disruptions and in-process inventory ~ Seeking to make accurate forecasts to advance instead of making ex post facto adjustments ~ Optimizing use of capital

14. Reasons why compensation myths exist

~ The media ~ Labor rates are a convenient target for managers who want to make an impact ~ Economic theory (economic model of human behavior, agency theory, transaction-cost economics) ~ The compensation-consulting industry

2. How to teach a doer

~ Their most powerful moments occur during the performance, trial&error is integral to their learning process ~ They find preparation dry and uninspiring, mistakes are their raw material for learning ~ Best way to teach a doer: start by giving simple but real tasks, stay out of their way and gradually increase the degree of each task's complexity until they master the role

11. Why is it dangerous to listen too closely to customers?

~ They are not informed enough about the process of product innovation to make an accurate statement of what they want ~ They often lack imagination, which results in companies making incremental rather than bold product improvements ~ Results in 'me-tooism' in relation to competitors and customers are seldom grateful for new additions already being provided by other companies ~ Reconciling contradictory product needs can also be a psychological challenge for customers.

2. How to teach a watcher

~ They need to see the total performance to study the individual parts ~ They cannot learn by role-playing or doing or by only seeing the end result ~ Best way to teach a watcher: get them out of the classroom, away from all the information, and have them watch someone very experienced perform

Corporate obstacle

~ characteristic of teams in established business corporations and public agencies ~ Two different strategies managers use to implement work teams without upsetting the corporate system: 1. Try to capture the benefits of teamwork by relying mainly on rhetoric and training - Problem: does not create real teams, only the appearance of a team 2. Form real teams - intact, performing units whose members share responsibility for some product or service - but to lay them atop existing organizational structures and systems - Problem: good results early in the life of new teams followed by gradual diminution of performance and commitment

17. A person with a high emotional intelligence _____. A person with a high cultural intelligence _____.

~ grasps what makes us human and at the same time what makes each of us different from one another ~ can somehow distinguish from a person's or group's behavior which features would be true of all people and all groups and which are neither universal nor idiosyncratic (cultural behaviors)