CMN3 V final

Sexual Harrassment:

"unwelcome verbal, visual, or physical conduct of sexual nature that's severe or pervasive and effects working conditions/creates hostile working environment" -Verbal: comments about clothing/body/sexual/gender based/repeatedly asking someone else/threat/spreading roomers about someone's sexual life/ -Visual: posters, drawings, screen savors; emails/text -Physical: impeding movement, inappropriate touching, sexual gesturing, staring

8 Tips to run a meeting

**Figure out if meeting necessary: only invite key people (assign delegates/reps for each department) -5 people in 1 hour = 5 "people time" wasted **Set expectation/purpose with meeting attendees -objective communicated prior -Written agenda **Engage invitees -Set expectation that they need to read/provide feedback prior to meeting. -Get alignment head of time, collab, no surprises; if sensitive or critical, use pre-meeting time to talk to key players to preview issue/topic in meeting to get thoughts on it before. **Actively manage meeting: To stay on track/topic. Get equal rep from attendees.. Agree on next steps. **Send out meeting summary **Bring donuts: bringing a gift each time/start each mtg with smile.

reverse chronological order

**education → summary of qualification → experience with achievement statement *recent experience first. Experiences within each position

storming

*Direct communication to get to know each other. *Conflicts will often arise in this stage bc of overlapping/competing viewpoints --> helps to have clear purpose *wise business communicator will anticipate the storming stage and help facilitate opportunities for members to resolve uncertainty before the work commences.

unethical leadership

*Effective leaders have credibility/use cmn techniques (vision/charisma) to inspire others for bad purposes *Bullying, harsh criticism, gossip, slander, name calling, personal attacks, threats: Machievallism: deceit, flattery, *Unethical leaders: use pos qualities for unethical purposes *EX: cult leaders. Charles manson

leading decisions

*Groupthink: problem where group members try to minimize conflict/strive to maintain cohesiveness by refusing to critically examine ideas, analyze proposals, test solutions so group sacrifices moving forward/growth in order to maintain status quo *Cognitive forces: group members thoughts/beliefs. *Consider how members perceive, interpret, store, retrieve info *Psychological forces: emotions, attitudes, values of groups *Social forces: group standards for what behavior influences decision making/norms

gender and leadership

*Lil support for notion that men/women lead dif but this idea persists in pop culture (no research to support but stereotype holds) *cmn style of person or org > gender

norming

*Members establish spoken/unspoken rules about how they communicate and work. *Status, rank, and roles in the group are established. *less division and more collaboration (less anxiety/threat) EX: Who speaks first? Who takes notes? Who is creative, who is visual, and who is detail-oriented? --> Drawing on these strengths can make the group more effective

perfomring

*Members fulfill their purpose and reach their goal. -celebrate success bc it brings more success, social cohesion, group participation, and a sense of job satisfaction. Incremental gains toward a benchmark may also be cause for celebration and support, and failure to reach a goal should be regarded as an opportunity for clarification.benchmark for success. -wiser to focus on the performance of the group rather than individual contributions (more likely to assist underperformers & congratulate members/problem solve) unless goal is to create a community where competition pushes each member to perform, then highlights individuals

adjourning

*Members leave the group. *cease to exist or it may be transformed with new members and a new set of goals.

Toxic People/Coworkers:

*defy logic; some ignorant to influence/others derive satisfaction from creating complexity/stress *Unexpected stress: studies show lasting/neg impact on brain; performance suffers/impacts health *Control what you can and eliminate what you can't *50% face/observe bullying in workplace

forming

*orientation: come together, learn about each other, and determine purpose of the group *Uncertainty theory: choose to know more about others to reduce anxiety associated with the unknown

. What employer wants -3 needed in today's market

1) Perceived ability to achieve job 2) Reliable: professional 3) Motivated

resume reviewed

1. 45 seconds 2. highlight best 3. not too small/large

How to get more of what you want in negotiation

1. Assess situation: do i have influence on outcome to make me better off. Wieght potential benefits for costs/benefits 2. Prepare: A. understand what my interests are/what im trying to achieve B. need to understand interest/preference of counterpart 3. Ask: engage w counterpart/share unique info 4. Package: don't negotiate issue by issue. Package issue to trade among issues. Proposiing solutions in packages. If-then language.

Dealing with conflict

1. Denial most problematic, too many ppl avoid; People general skip steps and go from unmet need to management of conflict bc afraid 2. Conflict definition: exists when 1 person has need of another and need not being met Resolution: 1. Express unmet need 2. Find out if need can/not be med —> -if yes: resolve -if no: negotiate/manage 3. Management of conflict: sick, silent treatment, gossiping, aggressive 4. If too tough/sensitive/difficult —> involve neutral 3rd party

Negotiation -2 ways to rethink

1. Don't think it's adversarial → think problem solving (collaborative) 2. Goal: not an agreement → to get a GOOD DEAL

neg roles

Dominator: Dom discussion, dont allow others to speak Recognition Seeker: Relates discussion to accomplishments Special-Interest Pleader: Relates discussion to special interest or personal agenda Blocker: Blocks attempts at consensus consistently Joker or Clown: Seeks attn through humor/distracts group members

Networking: 6 steps

Don't say Hi my name is → leaders introduce themselves, no ttheir names Walk up to person and say → "brianna tuomi" with a firm handshake and eye contact Don't mention (at first) too much about self → leaders know that others more important than self Ask about them → career/profesisonal goals, listneing imp Don't say you want job → instad share future goals Prioritize Relationship Building, Not Business Card Collecting: And when you view someone through a "What can you do for me?" lens, you'll end up writing her off unnecessarily. Those who can provide you with immediate assistance will get a "Yes," and those who can't will get tossed into the "No" pile.

When in negotiation:

Expectation drive behavior. Women ask less When women told they are bad at negotiating they did worse Women more affective at negotiation when.. compare competence with communcal orientation : "can you help me stay at this job" How asking: women penalized more → communal packaging For whom asking: men better off negotiation as men, women better at representional Interdependent process: capacity to say no/willing to walk away Don't start negotiation with big risk, start with a less risky first regotiation One of the first steps to succesful negotiation is assesign whether or not you have influence on outcome

Evolution of sexual harrassment in workplace

History: 1. 70s: Naming it; workplace changing with many women/baby boomers entering work force ; Farley= first to use sexual harrassment /elenor holmes norton crafted 1st guidleines equal employment 2. 90s: became law: Requires employers legally accountable; 1991: annita hill. law professor. Sexual harrassment from thomas. Attached by thomas' supporters. Testified in front of everyone. 3. 2020: holding people accountable today; covering up proceedings not good. settlement=confidential.

16.3 Interpersonal Needs:

If we feel safe and secure, we are more likely to seek the companionship of others. Humans tend to form groups naturally, and if basic needs are met, love and belonging occur in level three. William Schutz offers an alternate version of interpersonal needs. Like Maslow, he considers the universal aspects of our needs, but he outlines how they operate within a range or continuum for each person (Schutz, W., 1966). According to Schutz, the need for affection, or appreciation, is basic to all humans. We all need to be recognized and feel like we belong, but may have differing levels of expectations to meet that need. When part of the merger process is announced and the news of layoffs comes, those coworkers who have never been particularly outgoing and have largely kept to themselves may become even more withdrawn. Schutz describes underpersonals as people who seek limited interaction. On the opposite end of the spectrum, you may know people where you work that are often seeking attention and affirmation. Schutz describes overpersonals as people who have a strong need to be liked and constantly seek attention from others. The person who strikes a healthy balance is called a personal individual.Humans also have a need for control, or the ability to influence people and events. But that need may vary by the context, environment, and sense of security. You may have already researched similar mergers, as well as the forecasts for the new organization, and come to realize that your position and your department are central to the current business model. You may have also of taken steps to prioritize your budget, assess your transferable skills, and look for opportunities beyond your current context. Schutz would describe your efforts to control your situation as autocratic, or self-directed. At the same time there may be several employees who have not taken similar steps who look to you and others for leadership, in effect abdicating their responsibility. Abdicrats shift the burn of responsibility from themselves to others, looking to others for a sense of control. Democrats share the need between the individual and the group, and may try to hold a departmental meeting to gather information and share.Finally, Schutz echoes Maslow in his assertion that belonging is a basic interpersonal need, but notes that it exists within a range or continuum, where some need more and others less. Undersocials may be less likely to seek interaction, may prefer smaller groups, and will generally not be found on center stage. Oversocials, however, crave the spotlight of attention and are highly motivated to seek belonging. A social person is one who strikes a healthy balance between being withdrawn and being the constant center of attention. Schutz describes these three interpersonal needs of affection, control, and belonging as interdependent and variable. In one context, an individual may have a high need for control, while in others he or she may not perceive the same level of motivation or compulsion to meet that need. Both Maslow and Schutz offer us two related versions of interpersonal needs that begin to address the central question: why communicate → We communicate with each other to meet our needs, regardless how we define those needs.

positive roles

Initiator-Coordinator: Suggests new ideas/new ways of looking at the problem Elaborator: Builds on ideas /provides EX Coordinator: Brings ideas, info, and suggestions Evaluator-Critic: Evaluates ideas/provides constructive criticism Recorder: records ideas, EX, suggestions, and critiques

Cover letter

Intro: *Address specific person *Specific position/job # *referred by *confident my skills Middle paragraph *what you offer/evidence Final *Thank for time *Specific info how to follow up *Sincerely, best, respectfully yours * Typed signature

post interview

Must write a thank you note Immediate email and immediate card handwritten (manners/professionalism) Inquiry not appropriate right away Extension: ask if pending other opportunity When rejected: final message. credit/background check, can get report/results to clean up results. Can ask for ways to improve in future

professional image

Neat adult hairstyle Conservative business suit-formal Business casual attire -less formal Limited jewelry-men esp Clean No tatoo/peircing-mostly Turn off cell phone bar/summer camp: blank pants, guys kacki Business casual: chinos/tie/women: dress/blazer Formal: powersuit

7 body lang tricks to ace interview

Only 7% of cmn are words you say, 38% vocal elements, but 55% is nonverbal : facial expresion, posture Adopt an engaged posture: no slouch/wrap arm → open body, lean forward from waist Appear calm: slow breathing, don't gitter, Engage in right gesture: steady hands=use only to emphasize a point, palm upward=what you're saying is trustworhy, touch heart=genuine, don't clasp hands=sign of self-comfort/anxiety Mirror interviewer: done sublty, wait 10 seconds, mirror speech/rate/volume/jargon/word-.build report (ppl like those similar to them) Get eye contact right: look at interviewer's eyes, alternate gaz of left/right eye, Avoid line signal: mouth, eye, ears=disonnect Handshake: not too firm, match grip of interviewer, intitate handshake, 2 second rule, smile/say interviewer name

phone interview

Phone: Know audience: Answe after 2nd ring, smile when saying name; get interviewer name/job tittles and write them down Quiet location: ask to repeat when needed. Landline Avoid distraction: don't chew gum, don't tap pencil, mute if sneeze/cough. Yes not ya. Pause before answering. Smile to brighten tone of voice. Let interveiwer hang up first.

Before you arrive -2 step

Prepare: documanetion/cell phone → certificates of achievement, resume, transcript Travel: know location, plan route, (plan to arrive 30 min early; but come in 5-10 min early)

Interviewing for Success:

Prepare: learn about organization, prepare questions Confidence Focus on how you add value Emphasize pos attributes Highlight strengths Know how you can be an asset to organization: how can I fill need Polish it up Practice Note your nonverbal: gesture, eye contact, postur Improve speaking voice/language use: limit "like/um"

Principles of Persuassion

Reciprocity: is the mutual expectation for exchange of value or service. In all cultures, when one person gives something, the receiver is expected to reciprocate, even if only by saying "thank you." There is a moment when the giver has power and influence over the receiver, and if the exchange is dismissed as irrelevant by the giver the moment is lost. In business this principle has several applications. If you are in customer service and go out of your way to meet the customer's need, you are appealing to the principle of reciprocity with the knowledge that all humans perceive the need to reciprocate—in this case, by increasing the likelihood of making a purchase from you because you were especially helpful. Reciprocity builds trust and the relationship develops, reinforcing everything from personal to brand loyalty. By taking the lead and giving, you build in a moment where people will feel compelled from social norms and customs to give back. Scarcity: You want what you can't have, and it's universal. People are naturally attracted to the exclusive, the rare, the unusual, and the unique. If they are convinced that they need to act now or it will disappear, they are motivated to action. Scarcity is the perception of inadequate supply or a limited resource. For a sales representative, scarcity may be a key selling point—the particular car, or theater tickets, or pair of shoes you are considering may be sold to someone else if you delay making a decision. By reminding customers not only of what they stand to gain but also of what they stand to lose, the representative increases the chances that the customer will make the shift from contemplation to action and decide to close the sale. Authority: Trust is central to the purchase decision. Whom does a customer turn to? A salesperson may be part of the process, but an endorsement by an authority holds credibility that no one with a vested interest can ever attain. Knowledge of a product, field, trends in the field, and even research can make a salesperson more effective by the appeal to the principle of authority. It may seem like extra work to educate your customers, but you need to reveal your expertise to gain credibility. We can borrow a measure of credibility by relating what experts have indicated about a product, service, market, or trend, and our awareness of competing viewpoints allows us insight that is valuable to the customer. Reading the manual of a product is not sufficient to gain expertise—you have to do extra homework. The principal of authority involves referencing experts and expertise. Commitment and consistency: Oral communication can be slippery in memory. What we said at one moment or another, unless recorded, can be hard to recall. Even a handshake, once the symbol of agreement across almost every culture, has lost some of its symbolic meaning and social regard. In many cultures, the written word holds special meaning. If we write it down, or if we sign something, we are more likely to follow through. By extension, even if the customer won't be writing anything down, if you do so in front of them, it can appeal to the principle of commitment and consistency and bring the social norm of honoring one's word to bear at the moment of purchase. Concensus: Testimonials, or first person reports on experience with a product or service, can be highly persuasive. People often look to each other when making a purchase decision, and the herd mentality is a powerful force across humanity: if "everybody else" thinks this product is great, it must be great. We often choose the path of the herd, particularly when we lack adequate information. Leverage testimonials from clients to attract more clients by making them part of your team. The principle of consensus involves the tendency of the individual to follow the lead of the group or peers. Liking: Safety is the twin of trust as a foundation element for effective communication. If we feel safe, we are more likely to interact and communicate. We tend to be attracted to people who communicate to us that they like us, and who make us feel good about ourselves. Given a choice, these are the people with whom we are likely to associate. Physical attractiveness has long been known to be persuasive, but similarity is also quite effective. We are drawn to people who are like us, or who we perceive ourselves to be, and often make those judgments based on external characteristics like dress, age, sex, race, ethnicity, and perceptions of socioeconomic status. The principle of liking involves the perception of safety and belonging in communication

format for resume lines

Situation -> Tasks -> Actions -> Results

video interview

Video interview Create professional profiel Select an approrpaite backgorund: avoid blank walls, you/sunny window, face powder Look at camera: not computer Ensure good connection Profesional lang Practice: volume, eye contact, attire

3 steps to interview for success

Warm up: first impression Pay attn tto body lang: small talk matter, firm handshake, repeat interview name when introdued, let interveiwer start qs, Be professional/courteous 20- sec decision qs/answer: greatest portion of interview Let them lead: pause before qs, periodically ask q, Listen: Discriminatory question: marital status, disability, can't/ilegally ask, can refuse to answer/redirect Close Emphasize value/correct misconceptions graceful/grateful exist Pinpoint what will happen next Keep notes!!! If offered, discuss salary if they say. Ask for written offer before making decision.

Leadership Qualities:

Can't agree what it is exactly, number of definitions → but all incorporate ability to direct/influence others thoughts and behaviors toward productive end..doesn't have to be moral or positive productive end. 1. ADAPT to group needs to increase member satisfaction/increase productivity (unique) 2. VISION: ability to picture new or dif reality from what currently exists 3. INITIATIVE: views change adaptation growth as group survival (transformative) not as threat of power/stability 4. CHARISMA: ability to generate pos image that motivates members. Some argue it's innate, but it's not. just difficult to cultivate. f What do excellent leaders have in common: 1. excelent cmn skill 2. Listen actively 3. Effectively reading/exhibitng nonverbal/verbal behavior. Make people feel special

Conversation as a Ritual

Conversations have universal aspects we can predict and improve. We can use the dynamics of the ritual of conversation to learn to prepare for employment interviews and evaluations, both common contexts of communication in the work environment. Employment interviews involve preparation, performance, and feedback. Initiation: requires you to be open to interact -involve nonverbal signals like eye contact or body positions, such as smiling or even merely facing the other person and making eye contact. A casual reference to the weather, a light conversation about the weekend, or an in-depth conversation about how the financial markets -small talk "phatic communion," Preview: indication, verbal or nonverbal, of what the conversation is about, both in terms of content and in terms of the relationship. A word or two in the subject line of an e-mail may signal the topic, and the relationship between individuals, such as an employee-supervisor relationship, may be understood. A preview can serve to reduce uncertainty and signal intent. Talking Point(s): reinforcing the goal orientation of the conversation-outlining an agenda at a meeting. clearly articulating, either in written or oral form, the main points, you provide an outline or structure to the conversation. Feedback partners clarify, restate, or discuss the points of the conversation to arrive a sense of mutual understanding. Differ across culture ClosingThe acceptance of feedback on both sides of the conversation often signals the transition to the conclusion of the conversation. Employment Interviewing: employment interview is an exchange between a candidate and a prospective employer (or their representative).The invitation to interview means you have been identified as a candidate who meets the minimum qualifications and demonstrate potential as a viable candidate. Preparation Take the opportunity to demonstrate the fact that you have "done your homework" in researching the company.

what to ask

Demonstrate interest Don't ask what you could've looked up No qs about benefits/retirement

French and Raven 1959-power into 5 forms

1. EXPERT: knowledge =power, valued knowledge, Can't help people ALONE to advance (management experience, networking, leadership) → stepping stone to other power. 2. Referent: *perceived* attractiveness/worthiness. Derived from interpersonal-when people respect/like them/charisma (admiration, trust) and personal connections with key people in organization hierarchy. 3. Legitimate: formal rights or formal titles "manager/owner" (positional power) Can be unpredictable and unstable. Bc if you loose tite, power can disappear if you rely ony on title 4. Reward: supports legitimate. Compensate for compliance. EX: employee respond favorably when following orders if get pay raise. Intangible or tangible. praise/verbal reward. Vs money j 5. Coercive: opposite of reward. Ability to punish someone with noncompliance with order or direction. EX: labor union threats, denial of promotion/pay raise. Can be problematic and cause unhealthy behavior

2 conditions that determine liability for hostile environment

1. Employer knew or shouldve known about harrassment 2. Employer failed to take corrective action

Tips for resume

1. Employer-centered (not about you) provide clues to what i can do for you/ how i can solve your problem. Do research to align with industry/position 2. Evidence from how you've impacted past employer

prob solving -6

1. Identify: establish clear problem that group agrees they want to tackle/ is necessary 2. Analyze: determine problem scope/related facts 3. Generate solution: brainstorm, defining criteria for future solutions. (Groupthink may happen if not all ideas considered) 4. Evaluate options: choosing solutions/weighing pros and cons 5. Implement proposed solution.h. 6. Asses: Looks at effectiveness/determine next steps and if solution can be used for similar problems.

Benfair et all 1986 added 3 additional sources of pwer:

1. Information: short term power when a person knows something that's wanted or needed. 2. Affiliation: person gain favor or connected to someone in power. EX: fam member of political person. 3. Group power : influenctial/shared. Shared with group trying to solve problems collectively

Bad news at work -4

1. Learn from bad news 2. Excuse yourself if needed: don't react during mtg, stay at work; give yourself time to react 3. Take time to respond: reflect, then decide (i'll need to take some time to consider my options) 4. Make a plan: identify, find solutions, outline steps.

Life Cycle of Member Roles

1. Potential Member: Curiosity and interest -EX: graduate from school and you are in the midst of an employment search, even when a company offers you a job but waiting to hear back from two 2. NEW MEMBER: Joined but still an outsider/unknown EX: Accepts job. level of acceptance increases as you begin learning the groups' rules, spoken and unspoken 3. FULL MEMBER Knows the "rules" and is looked to for leadership/guidance, may suggest new ways to do things 4. DIVERGENT MEMBER: Focuses on differences, pull back, contribute less, and start to see themselves as separate from the group, less eye contact, seek out each other's opinion less frequently, and listen defensively. 5. MARGINAL MEMBER: No longer involved, looks outside the group for needs. 6. Ex-Member: No longer considered a member.

Delivering Bad News (lec) -5

1. Prepare yourself emotionally then calmly/clearly state news: practice how, consider what news means to audience/consider how they may react; Identify solutions 2. Consider setting and timing: not in/out of office; not in breakroom, during normal work hours, delivered in-person 3. Ensure that you are genuine: don't express emotion you don't feel; active listening; acknowledge audience feelings 4. Take responsibility for actions; offer appology if appropriate 5. Focus on positive but don't create false good news

2 categories sexual harrassment

1. Quid pro quo: this for that; job use rewards/punishments to force employee into sexual act 2. Hostile environment: conduct that unreasonably interferes with work performance/creates intimidating hostile or offensive work environment EX: repeated sexual comments make someone so uncomfortable that makes their work performance worse or limits them from opportunity to advance bc it puts them in contact w harrassor In both, employees must prove conduct offensive to someone (not necessarily to person to) EX: sexual comment about female employee who finds it funny, but second female finds offensive

how to handle toxic ppl

1. Set limits: neg people/complainers w/no solutions; *Ask: how do you intend to fix it? *Rise above it: try not to get sucked in *Approach interaction like science; only respond to real 2. Stay Aware: think of what makes sense for you (smile/nod or wait to process) 3. Establish boundaries: to predict/understand behavior so think about when/where to put up with someone; consciously/proactively establish boundary --> engage with friendly people 4. Manage your own happiness: have self-worth come from within; don't compare to others and take peoples' opinion w grain of salt 5. Focus your attention: create a sense of personal efficacy; focus on solution/not problems; to product pos emotions; don't fixate on how difficult they are and focus on how you'll handle them to reduce stress 6. Forgive don't forget: protect yourself from future harm; let go of what happened to move on but doens't mean you'll give wrongdoer a second chance Avoid negative self talk: intensify the positive with right thoughts (don't go downward spiral through neg self talk —> i'm not imagining things, i'm a good person, nothing i can do) Know when mental strategies are not enough: certain situations like unsafe unvironment/harrassment move forward with soemeone else Work toward strong mental attitude: not caring about those who mistreat you

3 pieces of info needed in negotiation:

1. What is the alternative? What if it fails (whoever has better alternative does better) 2. What is reservation price? Point at which indifference between saying yes/alternative. 3. What is our aspiration? Optimistic assessment of what can be achieved in negotiation

format of resume

1. consistent/template ok 2. Name of org: role: date range 3. education: RELEVANT SKILLS: Experience *UNLIKE ICC: no objective/should be in cover letter instead; ONLY 1 page*

Tuckman's Linear Model of Group Development: 5 stages

1. forming 2. storming 3. norming 4. performing 5. adjorning

Table 16.1 Interview Preparation Checklist

What to Know Examples Type of Interview Will it be a behavioral interview, where the employer watches what you do in a given situation? Will you be asked technical questions or given a work sample? Or will you be interviewed over lunch or coffee, where your table manners and social skills will be assessed? Type of Dress Office attire varies by industry, so stop by the workplace and observe what workers are wearing if you can. If this isn't possible, call and ask the human resources office what to wear—they will appreciate your wish to be prepared. Company or Organization Do a thorough exploration of the company's Web site. If it doesn't have one, look for business listings in the community online and in the phone directory. Contact the local chamber of commerce. At your library, you may have access to subscription sites such as Hoover's Online (http://www.hoovers.com). Job Carefully read the ad you answered that got you the interview, and memorize what it says about the job and the qualifications the employer is seeking. Use the Internet to find sample job descriptions for your target job title. Make a written list of the job tasks and annotate the list with your skills, knowledge, and other attributes that will enable you to perform the job tasks with excellence. Employer's Needs Check for any items in the news in the past couple of years involving the company name. If it is a small company, the local town newspaper will be your best source. In addition, look for any advertisements the company has placed, as these can give a good indication of the company's goals.

tell me about yoursefl

When you are asked a question in the interview, look for its purpose as well as its literal meaning. "Tell me about yourself" may sound like an invitation for you to share your text message win in last year's competition, but it is not. The employer is looking for someone who can address their needs. Telling the interviewer about yourself is an opportunity for you make a positive professional impression. Consider what experience you can highlight that aligns well with the job duties and match your response to their needs. In the same way, responses about your strengths are not an opening to brag, and your weakness not an invitation to confess. If your weakness is a tendency towards perfectionism, and the job you are applying for involves a detail orientation, you can highlight how your weaknesses may serve you well in the position.

note on pos/neg roles

While some personality traits and behaviors may negatively influence groups, some are positive or negative depending on the context; EX: class clown

Great tips on running an effective meeting. While I don't necessarily agree that the last tip is necessary (I won't spoil it), there is research (out of UCD!) that finds

having coffee at meetings greatly improves meeting outcomes and productivity.

Group socialization involves

how the group members interact with one another and form relationships.