BA 350 ExM 2

Communication Skills in Teams

DEBATE [characteristic] To defeat [goal] Telling [presentation] Attack person and ideas [focus] DISCUSSION [ ] To persuade [ ] Selling [ ] Change others' position [ ] DIALOGUE [ ]****the best. To understand [ ] Asking [ ] Draw out others' values and positions [ ]

TEST QUESTION: If I want to make sure that I include some expert opinions in my decision-making on an issue, I would use this technique: 1.Nominal group technique 2.Devil's advocacy 3.Dialectical inquiry 4.Brainstorming 5.Delphi technique

Delphi technique

Nonverbal Communication (Proxemics, Kinesics, Facial/eye behavior, Paralanguage) PROXEMICS

Some people say that 65-90% of a message is contained within non-verbals. (1) •Proxemics (USA) intimate (0 TO 1.5 FT) personal, (1.5 TO 4 FT) social (4 FT TO 12 FT) public distances (12 FT+) Arab countries, the bands of distance are closer--there's less space. The bands of distance are further in colder climates while the bands of distance are closer in warmer climates.

TEST QUESTION~~ You are telling me something important and I interrupt you by telling a joke. This is an example of: 1.Judging 2.Advising 3.Diagnosing 4.Diverting 5.Moralizing

Diverting

Model of Ethical Behavior

***the things that influence ethical behavior = ** INDIVIDUAL influences and ORGANIZATIONAL influences

International Aspects of Groups (culture affects how a group interacts)

•High conformity: Japan, France, Sweden •Low conformity: Germany, England •Moderate conformity: Brazil, Lebanon, Hong Kong, *U.S.* •Collectivist cultures have higher levels of conformity, higher team effectiveness, & suppress conflict

TEST QUESTION--,,,,IfSam is in conflict with another employee and seems to be getting a lot of ulcers recently, it is likely that Sam is displaying signs of ________: 1. Flight 2. Compensation 3. Conversion 4. Displacement 5. Fixation

Conversion

TEST QUESTION: What role are you assuming if you are the one who mediates conflict and relieves tension in a group? 1.Encourager 2.Harmonizer 3.Gatekeeper 4.Coordinator 5.Recognition seeker

Harmonizer

Barriers to Communication

•Physical separation •Status differences (build trust by using anonymous messages so everyone can have a voice without fear) •Language •Cultural diversity (British English vs US English) •Gender differences (Women want to be heard while men want to solve problems)

The 2 Hemispheres of the Brain

LEFT: •Verbal •Sequential •Logical •Analytical •Rational •Plans RIGHT: •Creative/artistic •Visual •Spatial •Gestalt (seeing things as a whole) •Intuitive •Nonverbal

Group Roles (self-oriented)

•Blockers •Recognition seekers •Dominators •Avoiders •Jokers

Types of Values: INSTRUMENTAL VALUES

•Values that reflect the means to achieving goals. •Exs: honesty, creativity, integrity, courage, responsibility -The means to an end.

Nonverbal Communication (Proxemics, Kinesics, Facial/eye behavior, Paralanguage)

(2) Kinesics: body movement. Ex: crossed arms, closed fists, etc. (3)Facial/eye behavior. Ex: Japanese masks their emotions more than US (4) Paralanguage: dutch, loudness, tone, duration, ums, uh-huh, crying--things that aren't actually words. -We give more credibility to people with very deep, fast, conversational voices (ex: Tony Robbins)`

Nonverbal Communication (Proxemics, Kinesics, Facial/eye behavior, Paralanguage) PROXEMICS

(1)Proxemics •Seating dynamics: cooperation, open communication, competition, non-communication For a Performance Appraisal, you should use the OPEN COMMUNICATION seating.

Advantages & Disadvantages of Group Decision Making

Advantages: •More info & knowledge •Increased acceptance & commitment •Greater understanding Disadvantages: •Pressure to conform •Domination of one group member •Amount of time *When do you use Individual vs Group decision making?* --Usually, in a group, it is good for Estimation or prediction decisions --If it is a correct solution to a problem, like a math problem, your most competent Individual decision making is best Most of the times, the group decision will be best because of the multiple perspectives brought in.

Liabilities in Group Decision Making: •Groupthink

-The desire for conformity in the group results in an irrational/dysfunctional decision-making outcome.-Group members try to minimize conflict and reach a consensus decision without critical evaluation of alternative viewpoints Ex: Space shuttle Challenger disaster, Bay of Pigs, Symptoms of Groupthink 1. Everyone is talking about the same information and the group does not seek out new info2. Multiple alternatives are not considered (common knowledge effect)3. Alternative are not reexamined4. Objectives/goals of the decision are not well understood/discussed*5. No contingency plans are made* Why does group think occur? 1. Need to fit in (particularly earlier in tenure)2. Pressures toward uniformity (whether real/imagined)3. Disagreement/dissent can be uncomfortable (particularly among friends and high status members and/or after much discussion has taken place)4. It's less work, at least upfront5. Overestimation of the group's abilities6. close-mindedness7. time-pressure

Defense Mechanisms --> AGGRESSIVE

Aggressive Mechanisms: •Fixation •fixates on the problem and does the same behavior repeatedly. Ex: asking for a raise despite being told that there are no raises in the organization. •Displacement •directing anger at someone who isn't the source of the original conflict. Taking anger out on someone else. •Negativism bring in negative affect into the workplace

Decision-Making Techniques

1. Brainstorming (Affinity Diagram) 2. Nominal Group Technique (Suggestions/Anonymous) 3. Delphi Technique (Questionnaire) 4. Devil's Advocacy 5. Dialectical Inquiry *Brainstorming: coming up with as many ideas as possible & suspending judgment, don't evaluate, build on each other's ideas, forget about seniority, strive for quantity not quality, wild ideas are encouraged *Nominal Group Technique: 2 ways; oral (structured way of decision making & coming up with solutions) written (everyone writes a suggestion down; pros: anonymous, not influenced by others) *Delphi Technique: meaning expert, using experts to evaluate *Devil's Advocacy: designating a chair, shadow chair *Dialectical inquiry: setting up a debate between 2 opposing sides; must be a constructive debate

Steps to Dealing with Conflict

1.Openly state the problem 2.Ask for their viewpoint 3.Listen/do not argue 4.Provide feedback on what you heard - paraphrase 5.Tell your side and ask for feedback 6.Agree on problem 7.Commit to work together

Consequences of Emotions at Work

•Positive Emotions lead to -> organizational citizenship behavior (OCB), improved cognitive functioning, physical & psychological health, creativity, etc. •Negative emotions lead to -> job dissatisfaction, lack of commitment, unhealthy coping behaviors, poor health, workplace deviance (doing things that violate organizational norms and causes counterproductive behavior)

Liabilities in Group Decision Making: •Abilene Paradox

A group of people collectively decide on a course of action that is counter to the preference of many (or all) of the individual's in the group. Due to lack of communication. Each member mistakenly believes that their own preferences are counter to the group's and therefore does not raise objections. When is Abilene paradox most likely? 1. Presence of someone with expertise 2. Presentation of a compelling argument 3. Lack of confidence in one's ability to contribute 4. Pressure from others to conform to the decision 5. Unimportant or meaningless decision Avoiding Abilene paradox 1. Frame the task as a decision with options- e.g. "we're going to make a decision about what to do among as many alternatives as we can imagine" vs "we're going to make a decision about the choice to do X" 2. Provide a formal forum for alternative views 3. Probe others to make sure they are "truly" on board and avoid the bystander effect 4. If you still don't think honest views are being expressed, then conduct a private vote *5. Pay Devil's advocate*

Self-Help Techniques to Develop Creativity

•Practice creativity-enhancing exercises •Staying alert to opportunities •Use multiple senses when seeking solutions •Speak to different kinds of people •Use idea notebook •Misc: draw pictures, write stories, write with left hand, etc.

Effective Conflict Management Strategies

•Superordinate goals A goal that's above both groups. Ex: International Space Station! •Expanding resources How can you expand a resource so that there's little to no fighting over it? •Changing personnel Some CEO's believe in firing the bottom 10% of a company. •Changing structure •Confronting and negotiating

Types of Values: TERMINAL VALUES

•Values that represent the goals to be achieved. •Exs: freedom, achievement, equality, happiness, world peace, wisdom -The end states/goals you're trying to achieve

¨ Impact of and hints for use of COMMUNICATION TECHNOLOGY

COMMUNICATION TECHNOLOGIES: Info databases E-mail Listserv Voice mail Fax machines Cell phone Social media, etc. IMPACT: •Faster, immediate access to info •Impersonal in nature •Non-verbal cues lacking •Equalizes group interaction •Potential for overload •Encourages polyphasic activity (multi-tasking) •Face-to-face communication deteriorates (too slow, absence of small talk) HINTS FOR USE: •Strive for completeness in message (don't assume people know what you're saying) •Build in face time (nothing can sub face-to-face interaction) •Don't assume immediate response •Disconnect self from technology at regular intervals •Maintain courtesy

Conflict Frames

Conflict Frames means how do we come to a conflict? What lenses are we wearing? •Relationship vs. Task: - someone who focuses on relationships cares about how they get along with another person. They tend to want to leave the conflict to keep the relationship intact. -having a task emphasis means focusing on the task itself •Emotional vs. Intellectual An emotional frame: focuses on feelings and trust An intellectual frame: focus on behavior. what actually happened and the results. •Cooperate vs. win -Cooperative lens focuses on the roles of all parties, making sure that everyone is discussing things and getting along. They get more positive results. -Win lens focuses on maximizing the personal gain. Gets more than the other person.

Cultural Communication

English is LINEAR. We go from A to B. SEMITIC -- Arabic and Old Testament is zig-zag direction. There's a lot of parallel arguments. "And" "Or". We have the way of the righteous and the way of the wicked. Lots of equal of importance type of statements are made. ORIENTAL -- lots of Asian languages tend to have a lot of beating around the bush b/c it's circular in nature. No immediate direct answer. ROMANCE -- the French, Spanish, Italian languages. There are TANGENTS/DIGRESSIONS. Common to go off on different topics in a discussion. SLAVIC -- Russian. Clear beginning and Clear end, but the things in the middle have information that aren't necessarily relevant.

TEST QUESTION If I use a word out of the dictionary to help me solve a creativity problem, I am using the ____ technique 1.Idea quota 2.Excursion method 3.Forced association 4.Pet peeve

Forced association

Communication Media (know which one to use and when to use it)

Medium = technique Information Richness = how deep if the information being communicated Dissemination = how many people are reached ------------------ (More than one Medium can be used in a situation) Face-to-Face: hard when there's a lot of people. *Use when firing someone.* For a complex sales program, you start with Email or memo medium, then follow up with a Face-to-Face period.

TEST QUESTION: If part-time and full-time employees are often engaged in conflict, what might that be due to? 1.Specialization 2.Interdependence 3.Common Resources 4.Status differences

Status differences

TEST QUESTION What stage are you in if members are competing over leadership & authority issues? 1.Forming 2.Performing 3.Norming 4.Adjourning 5.Storming

Storming

Liabilities in Group Decision Making: •Group Polarization

The tendency for group discussion to intensify group opinion, producing more extreme judgment than would be obtained by pooling individual views. Group polarization (aka *riskyshift*) is a phenomenon in which the intial positions of individual members of a group are exaggerated toward a more extreme position (make riskier decision) after discussion Ex: You begin talking about political parties. You were only slightly left, but after the conversation, you become EXTREMELY left. Group discussions can make you more polarized than when you started.

Communication Networks in Organizations

There's many different ways that people communicate. Pair-wise (a series of 2 or more) •Dyad (2) •Chain network (network of 4; sequential task. Dependent on each other. Assembly line, insurance claim process, loan process; people in the middle communicate to both sides while the two at the end of the chain only communicate with the person they are next to) Small Group (centralized) {receives information} •Chain (Branch Manager and then the info flows DOWN from him/her) •Wheel (there are different communicators, but there's a person in the CENTER that gathers all the information. This can be a sales group, canvasing manager; The person in the center is the one that communicates with everyone) Small Group Communication (decentralized) •Circle network (communicate with those they sit next to or communicate with those who share similar tasks.) •All Channels (reciprocal task interdependence -> everybody coordinates with everybody) Ex: high tech research development team, high level management team, surgicalal team...

Judgment biases (in book only)

When a Heuristic is not right for a decision problem, it can lead to judgment biases that can lead to wrong or irrational decisions.● Heuristics can work alone or in combination to bias a person's judgement. The Availability Heuristic Leads to: judgment biases that affect the accuracy of the information used in a decision process.

Conflict Management Styles

collaborating, accommodating, compromising, avoiding, competing. COLLABORATING: pretty good style to use. looking for integrative solution; want to grow; reach consensus. COMPROMISE is a **back-up** to collaborating. You give up something to get something. Give-and-take. It's a bargaining style. Use it when goals aren't worth disruption...? you have mutually exclusive goals, time-pressure. Style is used based on person's personality and what they've observed or used in the past. Research shows that competing and avoiding has MORE conflicts. Where collaborating has less conflicts. The style depends on the culture/country. For example, Canada and US uses "The 3 C's" --> Competing, Comprosmising, and Collaborating. In Singapore, Avoiding and Accommodating is used more often and that's related to the save-face culture.

Values

enduring beliefs that a specific mode of conduct or end state of existence is personally or socially preferable to an opposite or converse mode of conduct or end state of existence • Provides sense of right/wrong, basis of ethical behavior *• Develops over time as one stabilizes and then become enduring. * • Shaped by culture, parents, others. -Not fluid; *stabilizes around ADOLESCENCE.* -Shaped by the organization that you're a part of. -*Younger gen in workplaces value quality of work life, balance between work and family, advancement, achievement* -*Older gen values stability, loyalty, working hard* -Pay and advancement are important values, but now there are actually *****4 IMPORTANT VALUES in terms of job decisions: *ACHIEVEMENT, CONCERN FOR OTHERS, FAIRNESS, HONESTY******************

Communication Skills

facilitating, initiating, blaming --------------- FACILITATING SKILLS: •Open-ended questions ((***good for starting convos***; not good for closing a convo) •Paraphrasing (what you heard in your own words. Get the gist of what the other person says) •*Reflecting (saying something about the emotion that you heard) (this is important b/c it builds RAPPORT with others.* INITIATING SKILLS: •**this occurs when some conversations has already happened***. You're in PROBLEM SOLVING MODE. •Expressing your thoughts and feelings •Making specific, objective observations •Being direct (wanting to get some closure. Clear about what you want to see happen). ~COMMUNICATION STYLES TO AVOID!!~ •Blaming •Closed-ended questions (can be leading)

Defense Mechanisms --> COMPROMISE

•Compensation •Make the best of a situation by putting energy into something else. Ex: conflict at home, so then you spend more time at work to avoid conflict at home. •Identification •putting patterns on your behavior after someone else. Ex: you want to be your boss but there's no room for promotion, so you end up dressing like them--almost like vicariously living through them. •Rationalization Justifying one's behavior by creating bogus reasons as to why they behave a certain way in a conflict. Ex: I had to tell on her or else she would've told on me.

Ineffective Conflict Management Strategies

ØNonaction (you don't reply to an email) ØSecrecy (hiding inequitable pay) ØAdministrative orbiting (trying to buy time like paperwork is still in the mail) ØDue process nonaction (sexual harassment procedure is so difficult that it's not worth going through) ØCharacter assassination

Communication Model

• PERCEPTUAL SCREENS: how we see the world. it distorts how we send and receive messages. *****Affects 3 things: Quality, Accuracy, and Clarity of the message****** a MESSAGE is composed of: • CONTENT: the actual words being said • AFFECT: the emotion behind it Ex: "I'm OK" = content, while the manner of how I say it is the affect The message changes based on the affect involved. Feedback loop: you ask the receiver to clarify or you tell the receiver what you heard.

Principles of Conflict

•Conflict is normal and inevitable •You cannot NOT deal with conflict •There's no right way to resolve conflict •A good attitude can influence the outcome •Conflict is not just about personality •Conflict does not = anger

Youtube Video on How to Improve Your Communication Skills:

• Sales world concept: Keeping It Short & Simple vs Keeping it Long and Lengthy (KISS vs KILL) Tip #1: Efficient speaking (no ums) Tip #2: Use pauses instead of fillers (ums) Tip #3: Conversation Threading *****this is a skill to master and you'll be able to converse with anyone!!!************** ability to branch off into different TOPICS. Tip #4: Use STATEMENTS instead of questions. This builds rapport. >Story/Opinion Statement--Ex. "What Are you scared?" "I used to be scared of..." >Cold Read Statement (an observation that you make about the other person) (GREAT TO USE with someone you just met).--Ex: "hey, you look like a fun person." >Random Statement (non-sequitur comments and statements). Tip #5: Humor An extremely complicated way to dance and play with your words Tip #6: Storytelling Essentially telling a captivating and exciting story that will allow strangers to jump into your world Tip #7: Deep Conversation An essential tool to building long lasting valuable relationship

Dealing with Emotional Labor

•*Cross-cultural differences: 83% Japanese, 40% Americans, 29% Italians believe it is INappropriate to get emotional in business.* •Training: "smile school" •Hire employees with the right attitude (you can be trained in skillset, but your employee needs to have the right attitude). People can be trained to be emotional distant (or not).

Decision Strategies

•3 factors: routine-nonroutine, recurring-nonrecurring, certainty-uncertainty 1.Programmed decision: routine, recurring, predictable -things like returns after Christmas, hiring people. Something that happens all the time, it's very predictable. 2.Unprogrammed decision strategy: nonroutine, nonrecurring, and unpredictable •You. may need creative solving problem skills. -EX: Suddenly the Pres is at your hotel and you have to properly deal with that.

Group Issues to Consider

•Group composition (skills needed, info needed, etc.) -Be more INCLUSIVE. Have more variety in team based on age, gender, skills, expertise. Teams that have more variety tend to make quality decisions. •Group purpose Ex: meeting to discuss safety issues. Well, what does that mean? Are gathering data to present? Are we creating policies? Are we implementing guidelines? Find out the purpose, responsibility and authority of your group from the person who formed the teams. •Task and process goals Task goals: get research done on x company by x date. Process goals: *the team functioning*, like, the efficiency of our decision making; are we building trust?; are we improving the timeliness of the task accomplishments?, etc. Supports the task goals. •Group size: -Boundary = 4 to 12 people in a group.If it's too big, then there will be people who can't develop relationships, there will be cliques, not enough participation or accountability. And if it's too small, then you'll get fewer perspectives or not enough man-power. *Dr. Chung likes 5-7 people in a group.*

Characteristics of Effective Groups

•Atmosphere: comfortable, informal •Tasks/goals: understood & accepted •Listen well to each other & all participate in task-relevant discussions •People express both feelings & ideas •Disagreement exists around ideas/methods, not personality •Group is aware of how it is operating and functioning •Decisions usually based on *consensus*, NOT majority •Clear assignments are made and accepted by group members

Making the Decision

•Authoritative (leader makes decision; doesn't work well b/c you don't get votes from the rest of the team) *-This is used when an unpopular decision has to be made and no one else wants to make it. * •Majority vote Ex: If there's 9 people, you need a 5-4 split for majority rule. *-This is used when there will be someone who objects* •Consensus *-The hardest but the most preferable* -Everyone can live with it. You make compromises; the most time consuming, but the best way to build agreement. *-used when it's an issue that affects everyone deeply.* Which one is best? It depends on the situation. ^^

Virtual Teams ("geographically dispersed") - principles

•Be proactive •Focus on relationships before tasks •Seek clarity & focus early on •Create order and predictability •Be a cool-headed, objective problem solver •Develop shared operating agreements •Give team members personal attention •Respect the challenges of a virtual environment •Recognize limits of available technology

Ethical Behavior

•DEFN: acting in ways consistent with one's personal values and commonly held values of the organization and society. •12 common ethical issues: 1. Stealing 2. Lying 3. Fraud and deceit 4. Conflict of interest/influence buying {*CoI: doing something that conflicts with something that you have a stake in. Ex: you suggest your organization use a law firm that your husband works in. *IB: getting people to do certain things by bribing them. Ex: baseball game tix; Prof. Chung received flowers and lunch when she was working at TransAmerica Finance so that she would use their agencies } 5. Hiding or divulging info {Hiding info in a lawsuit that would help the other party. Divulging: insider trading, telling company secrets} 6. Cheating {cheating on timesheet, taking enhancement drugs in olympcics, etc. } 7. Personal decadence {work below the level that you can work, meaning that you work below excellency--sloppy work is done b/c they don't want additional work. } 8. Interpersonal abuse {discrimination, emotional abuse, harassment} 9. Organizational abuse {inequitable compensation, abuse of power, telling you to do something that doesn't align with your personal values, forcing you to work late without pay, do things that aren't in your job description like pick up dry cleaning} 10. Rule violations {inappropriate use of company car} 11. Accessory to unethical acts {witness to unethical act but don't report it} 12. Ethical dilemmas {choosing between two desirable or undesirable options. The two choices are so equally good or equally bad. Ex: Movie "Return to Paradise." Friends that were partying. All 3 bought drugs; 2 left and left the drugs with the 3rd person. The 3rd person was caught with the drugs and b/c of the amount he had, he was going to be executed. So, the only way to get out of execution was if the other 2 friends admitted to owning the drugs so then all 3 friends would get 7 years of prison. This is an ethical dilemma.} - Lying on a resume consequence: if you get caught, then you can get fired.

Emotional Contagion

•Defn: A process through which the emotions of one person are transferred to another, consciously or unconsciously, through nonverbal channels. •EXs: through nonverbal cues, facial expressions, body language, vocal tones, emotions. •Affects jobs that have interpersonal interaction -Like, if someone walks into the room in a bad mood, that can change your own mood and so you mimic that emotional state/behavior. You can pass on negative emotions, positive emotions which can lead to consequences.

Emotional Labor

•Defn: effort, planning, and control needed to express organizationally desired emotions during interpersonal transactions. •Display rules - "Smile: we are on stage" •Emotional dissonance (smiling when you're angry inside) -You're working. Be appropriate. Customer service requires that you're not negative! If you do this too much, you can get burned out.

EMOTIONS AT WORK

•Defn: mental states that typically include feelings, physiological changes, and the inclination to act. ------ •Short-lived; intense reactions (LAST ABOUT 10 seconds, and that's why they say "count to 10") •Positive emotions: happiness, pride, contentment •Negative emotions: fear, anger, anxiety (Being an optimist/pessimist is not an emotion!) *******-5 BASIC EMOTIONS: anger, sadness, shame, fear, and happiness.******

What is conflict?

•Dictionary definition: to clash, be in opposition, do battle • •Conflict is natural (doesn't have to be negative) • •Move from conflict to *confluence* (a coming or flowing together, meeting, or gathering at one point)

Group Roles (relation-oriented)

•Encouragers (gel the group together. cheerleader is needed in a group) •Harmonizers •Gatekeepers (encourage participation and limit dominators) •Standard setters •Followers

Enhancing Creativity at Work

•Establishing idea quotas Ex: You want ideas and you say "give me 10 ideas" -- you established a quota to meet. Try to push people beyond a comfort level. •Pet peeve technique Try to brainstorm all the possible complaints others might have about your group. You make proactive plans about what might be going on •Forced association Try to solve a problem by making associations between the property between two objects. Ex: A pharmaceutical company used a dictionary to come up with a new drug to put out. They randomly chose a word and conjured up associations of that word to create a new drug. •Excursion method making word associations to your problem. like therapy--free associate. Put the problem up on the board and then let your employees say freely what comes to mind. Ex: customer deliveries are late. Let employees say what comes to mind and then come up with a solution to the problem. •Equipping a kitchen for the mind Provide a creative space to foster creativity.

Defense Mechanisms --> WITHDRAWAL

•Flight or withdrawal •physical or psychological escape •Conversion •converting emotional conflict into something physical. So feeling bad inside becomes actually physical. You get out of a meeting feeling angry and you get a headache or need to shit. •Fantasy You escape by daydreaming

Types of Teams

•Groups vs. teams Groups are more informal where "team" is formal term used for people who work together. •Types of teams: •Quality circles -This is actually an American concept, not a Japanese concept but it was adopted quickly in Japan unlike in the US. Meetings that focus on quality--not HR issues. These meetings work as long as it's tied to the mission and goals of the organization. •Self-managed teams -No appointed leader. Schedules are manages on their own. •Cross-functional teams -Sales meet with Finance and Marketing, etc. Different teams come together to make decisions. •Task forces -Come together for a *specific purpose for a short amount of time*. Need people who have expertise for that project.

Coping with Difficult People

•Hostile-aggressives (bullying, openly emotional). -With these people, you do not want to get drawn into that behavior. You want to be pro-active, you want to stand up for yourself, avoid heating up with them; just stay calm and try to solve a problem without getting caught up in their issues. •Clams (people who stay silent when asked for help or opinion) -Deal with them by asking OPEN-ENDED QUESTIONS. Wait for them to respond. If they don't say anything, then be assertive and say "I'm going to take action here's what I'll do--let me if it's a problem" •Snipers (people who undercut you in subtle ways in front of people; might use sarcastic humor). -Can happen in a presentation setting. They make jokes about you. HOW TO DEAL is to openly address the issue. In a presentation, be like, "Oh, Jane thought that was funny. What do you all think?" by using peer pressure. This doesn't let the sniper hide anymore. •Superagreeables (say yes to everything; avoids conflicts; says yes but also doesn't take action on what they're agreeing to) -Deal with them by having check-up points to make sure they're on track. Let them know that you value them •Complainers (External-locus-of-control!) -Deal with them by listening and acknowledging their feelings. Use a problem-solving mode to come to a solution. Ex: They complain about not taking their break on time, then you'd say "what can we do about that?"--don't complain with them. •Negativists (similar to complainers, but they spread their pessimism) -Also go with problem-solving mode. "what can be done about that? what's the worst thing that can happen?" •Know-it-alls -Deal with them by having your own facts ready to counteract with and also praise them for what they do know. - •Indecisive stallers (can't make a decision) -Deal with them by giving them small things to decide on and give them deadlines •Chronic talkers/interrupters -Deal with them by stopping them and gently re-direct them. Guide them back to the conversation. •Cryers -Acknowledge their emotions and assure them that there's no shaming/blaming. Give them some time to collect themselves and also do not let them off the hook! ~Remember, there's 2 sides to every conflict of a story. Let's acknowledge the two sides and then let's move on to what we can do to resolve this in the future

Group Roles (task-oriented)

•Initiators •Information seekers •Information givers •Coordinators •Evaluators (often plays devil advocate's/contrarian)

TYPES of Conflict

•Inter-organizational -Conflict between organizations. Ex: Microsoft vs Apple •Intergroup -Conflict b/w departments, working groups, etc. •Intragroup -Conflict WITHIN a group. OK if it's about ideas and not personal things. •Interpersonal •Intrapersonal (interrole, intrarole, person-role) -Conflict within one person. Ex: a role as a student, a friend... --INTERROLE conflict --> Being a professor and having a sick son. Do you go to work or stay at home to care for son? --INTRArole conflict --> within one role. Being a server and there's one boss for one shift and a different boss for another shift. You get different messages which can create INTRArole conflict. Which one do I listen to in terms of the goals we're trying to reach. --Person-role conflict --> has to do with whether the your values clash with what you're expected to do within your role. Ex: you sell knives and company expects you to sell expensive knives to the elderly. Well, this might clash with your values. It's important to negotiate with your manager when you're expected to do something that you don't believe in.

Stages of Development

•Issues in group development: interpersonal, task, and authority 1. Forming: most relationship-based. getting to know each other. very polite. some confusion. ~Predominant issue in this stage = interpersonal. 2. Storming: when things get more serious, conflicts emerge. Competing for leadership roles. ~Predominant issue in this stage = authority. ~you reduce the storming if you did a lot of forming in the beginning. 3. Norming: when there's a lot of task-oriented behaviors. Share different opinions, set norms on how to work with each other. ~Predominant issue in this stage: task and interpersonal 4.Performing: you're all doing tasks efficiently, roles are accepted. Funciotning well. ~Predominant issue: tasks. 5.Adjourning (on occasion): when you're done. Will your group stand or close? If a new member joins, then you have to go back to forming stage. •

Conversation Stoppers

•Judging •Diagnosing •Moralizing •Advising {don't do this unless asked} •Responding too quickly (reassuring, explaining, interrupting) •Diverting (own story, intellectualizing, joking) •Playing lawyer {interrogating} •Being bored or absent minded

Positive consequences

•New ideas/stimulates creativity •Motivates change •Diffuses more serious conflict •Reduces energy expenditure •Personal growth for self/other •Strengthens personal relationships and working relationships

Terms

•Norms of behavior •written and unwritten rules of a group. Formal and informal. Verbal and non-verbal. Social and work. •Group cohesion •the interpersonal glue that ties people together. helps people work together better. -Really important for positive consequences in the workplace. -Doesn't mean that you hang out outside of work. •Social loafing --Free rider. --Social loafing is caused by different reasons. --*Deal with it: peer evaluations, individual contributions.* •*Sucker effects* --> what happens when the social loafing isn't taken of. People's work starts dragging down •Loss of individuality --De-individuation. You lose a sense of self in sense of accountability when you're in a group. You tend to not feel responsible for your own behavior when you're in a group. Ex: you might do looting which is what you don't normally do. Typically a NEGATIVE thing.

Model of Ethical Behavior -------------- ORGANIZATIONAL Influences That Can Build Ethical Behavior

•Organizational climate & culture •Code of conduct •Ethics committee •Norms •Training •Modeling •Rewards and punishment

Create A Climate for Creativity

•Permit creativity/supportive environment •Participative decision making/Reward creativity •Provide tools •Role model •Minimize structure

Models of Decision Making

•Rational •--comes form classic economic theory. assumes your decision making will be rational. you're aware of all probabilities. --very ideal, but most times we just don't use this model ---aspire to, the computer model. •Bounded Rationality •there are constraints in our decision-making: (1) manager chooses alternative that is good enough (2) manager view of the world is somewhat simple (3) manager can make a rational decision without knowing all the alternative possibilities available (4) the manager makes decisions by rule of thumb --These are schemas or rules of thumb we use to be make decisions. --This model is closest to reality. --This can be a negative model if we only use this model and not even try to use the Rational model at times. •Garbage Can decisions are random and not systematic. quality of decision making can be based on luck.

Good Listening Behaviors

•Remove physical barriers •Maintain eye contact (depends on culture) •Lean forward •Allow pauses •Nod to indicate understanding •Avoid distractions

Factors in Decision Making

•Risk Risk-Averse: very stable, like certainty. Focus on negative outcomes therefore hard to take risks. Being like this can be negative. Risk-Takers: tolerate ambiguity and feel like they can see the gain of that risk. Women tend to be more risk-averse than men. Older tend to be more risk-averse than youth. *Managers who are successful tend to TAKE MORE RISK than unsuccessful managers* •Escalation of commitment -The tendency to continue to commit resources to a losing course of action. Ex: Vietnam War. More resources put in for a very long time. Going gambling despite the losses. Try to avoid this by: *(1) Disperse decision making (allow others to make different decision making). (2) Allow for graceful exits (3) acknowledge people for making poor decisions (4) Group-decision making to help diffuse the sense of responsibility * •Intuition Use this to make ethical decisions •Personality •Creativity

Self- vs. Other-imposed roles

•Self-imposed: take on roles based on interest, socialization, etc. Ex: Dr. Chung's class had to make a commercial. Teams in the 90's and then in like 2017 --> found that it was mostly women who took on support tasks like marketing and decorating while the men did the core task of engineering the boat. •Other-imposed roles: take on roles assigned to you based on stereotypes, group membership, etc. Ex: There were 4 male professors and Dr. Chung, the only female. They gave her scheduling duties based on her gender (but she was like, "wtf we have secretaries for this shit. I have a PhD like you. GTFO. :p"

Best Practices for what we can do in a conflict

•Separate person from behavior •Avoid trigger words (never, always, stupid, etc.) •Use "I" statements •Watch nonverbals

Causes of Conflict in Organizations: INDIVIDUAL/PERSONAL FACTORS

•Skills & abilities •Personalities •Perceptions •Values & ethics •Emotions •Communication barriers •Cultural differences

Causes of Conflict in Organizations: ORGANIZATIONAL FACTORS

•Specialization (You can get tunnel vision if you're tasked with a specific skillset; you can't see what others are able to do) •Interdependence (you'll need a lot of corporative team work, so if it breaks down, then there's conflict) •Common resources (can be a conflict when sharing resources) •Goal differences (departments will have different goals (think of Maesang show) •Status inconsistencies •Jurisdictional ambiguities (unclear line of responsibilities b/w departments. There may be overlap, so who is responsible for what??)

Model of Ethical Behavior -------------- INDIVIDUAL Differences That Affect Ethical Behavior

•Value systems (your values effects how you perceive a situation) •Locus of control {INTERNAL locus of control person --> you're more likely to take responsibility of your behavior whether it's ethical or unethical, in which case you're like to make more ethical decisions. } {EXTERNAL locus of control person --> you're likely to blame things outside of you that caused you to behave in a certain way. Less likely to make ethical decisions. } •Machiavellianism {One's willingness to take to get their own way. These people are very deceitful and have very little concern for rights and wrongs, skilled manipulators, the ends justify the means. Do wtv it takes. (LOW "Machs" are not really willing to use people for personal power) } **To reduce Mach, use TEAMWORK**. Ask people to work on a team, then Mach behavior will be in check b/c performance level will be group level. •Cognitive moral development: 3 levels (2 stages per level) (Level 1) Pre-moral: based on rewards and punishments. You do things to get rewards and avoid punishments. (Level 2) Conventional: to focus on other people's expectations in terms of what is appropriate or not. You live up to the expectations of yourself, the law, society, your family. (Level 3) Principles: you believe that there are universal values that everyone should follow. So you uphold those values regardless of where you are. Ex: human rights in the world. **There is an IRREVERSIBLE SEQUENCE of development in the the 3 levels. You go from Level 1 to Level 2 to Level 3 **Most adults are in Level 2. **If you're in higher levels of Cognitive Moral Development, you are less likely to cheat. You're more likely to engage in WHISTLEBLOWING and you're more likely to make ethical business decisions. Women are MORE LIKELY than men to view business practices as Unethical. ---- There's a 21 year age gap -> 21 year old women are more likely to view business decisions as unethical than a 42 year old male. Ex: expense report, men are more likely to round up whereas women are more likely to report the exact amount.

Characteristics of Creative People

•Wide knowledge base •Intellectual abilities •Personality •Social habits and upbringing influence how creative a person is