MGMT 315 Final

facts that cause alarm and demand action

-66% of women's reviews had comments regarding personalities - 1% of men -Men of color 25% less likely to get a raise when asked then their white peers -C-suite disparity continues

how do we get in the box (what leads to self deception)

-An act contrary to what I think I should do - act of self-betrayal -Then, I see the world in a way that justifies it -When I see this, my view of reality is distorted -Certain boxes become characteristic of me -I then inflate their faults - deflate mine and blame, -When I betray myself, I get in the box -In the box, we collude in giving each other reason to stay in the box -Self focused, not people focused

developing your team

-Clarify evaluation criteria - focus on performance, not potential -Separate performance from potential and personality from skill sets -Level the playing field with respect to self-promotion -Explain how promotions, training, and pay decision are made - follow the rules

typical behaviors in distributive negotiation

-Focus on getting as much as you can -Seek information about others' weaknesses -Only share information that will convince others to compromise -Agreement only occurs when both parties think a proposal is better than their alternatives

Preparation is key

-Good negotiation ALWAYS begins with preparation. Good preparation includes: -Analyze the situation -Know your aspirations, BATNAs, reservation points -Understand your partner -Know their aspirations, BATNAs, reservation points -Do research and think it through! Don't get lazy. -Be aware of your biases -Plan the process -Opening bid: You or them, and at what level? -Concessions

Anchoring and Opening Bids

-If you bid first, you may anchor your partner's expectations -High (or low) opening bids tend to do better. -More room to maneuver as more information becomes available -It sends a message that there is a long way to go to a settlement -More concessions than the opponent had planned may be necessary -Inoculate yourself against others' bids through preparation, then remember to defuse.

how is leadership impacted

-In the box=you are followed through force -Out of the box=depends on being free from self betrayal

how do we get out of the box

-In the moment you feel the desire to be out of the box, you are there -Think of the box of a metaphor of resisting others. In the moment we cease resisting others, we are out of the box. -Honor others as people - with needs, hopes, and worries

self deception

-Inability to see you have a problem -When we cannot see clearly, out solutions make it worse

Conflict style summary

-No style is better than another style -Each style is the right style when used when it is appropriate -What about preferred styles? -Based on: -Family background -Environment in which we live -Responsibilities or job position -Communication skills -Social skills and cultural expectations

reward power

-Power due to control over desired resources Example: Someone does something because of reward, such as recognition, bonuses, praise, etc. Limitations: You may not have as much control over the rewards as you need. The rewards may not be valuable to all.

expert power

-Power of knowledge Example: Someone who has gotten great results and/or been in the system for many years. Limitation: this type of power needs constant care with avid learning!

referent power

-Power of relationship Example: When you have a strong relationship with someone who you trust and they trust you. "I would do ____ for this person." Limitation: can be abused

coercive power

-Power through fear of punishment Example: Using the contract with every conversation. Limitations: People are rarely motivated by threats, so this is usually not appropriate.

legitimate power

-Power through formal authority Example: Direct reporting relationship - supervisor to direct report. Limitation: it can easily be lost.

day to day management to avoid bias

-Rotation for office "housework" -Mindfully design and assign people to "high-value" projects -Acknowledge the value of lower-profile projects -Respond to double standards - stereotyping - interruptions -Ensure everyone weighs in - ask for it -Schedule meetings inclusively -Equalize access proactively

naysayer

-Someone who complains and is never happy -Do not focus on the naysayers, those who are undecided might join the naysayers in order to get attention

common mistakes with negotiation

-We fail to thoroughly prepare - rely on intuition -We focus on competing vs. collaborating -We fall back on our cognitive biases -We let our emotions get the best of us -Approaching negotiation as an individual sport -Accepting a quick compromise just to get it done

when you are in the box in an organization

-You're focused on self-justification, not others' success -You view results in a distorted way -to make yourself look good -You prioritize your results over others'

types of empathy

-affective -somatic -cognitive

increase referent power

-be versatile -know your business style -discover what energizes other people

how to improve empathy

-challenge yourself, it will humble you -get out of your usual environment -get feedback -explore the heart, not just the head -walk in others's shoes -examine your biases -cultivate your curiosity -ask better questions

what does not work to get out of the box

-changing others -doing best to cope -leaving -communicating -implementing new skills -changing behavior

recruiting and selection

-insist on a diverse pool -establish objective criteria-be careful with "culture fit" -limit referral hiring -use skill based questions for interviews

increase expert power

-know your field -continuous learning -benchmarking

when happiness improves

-productivity improves 31-50% -energy improves 12% -motivation increases 50% -stress decreases 20% -40% more likely to receive a promotion over the next two years -sales increase 37%

importance of empathy

-relationships -finding customer needs -kindness in general

business reasons for empathy

-social connections can be built -can proactively solve customer needs -can solve customer concerns in a positive way -employee morale

Inside the box

-we view others as objects (as a vehicle, threat, obstacle) -our needs/wants are much more important then theirs -we unconsciously resist others and whatever we do is ineffective

outside the box

-we view others as people, with dreams, hopes and wants -others needs/wants are as legitimate as ours -people sense our intentions and respond positively

Shawn Anchors 21 day challenge

-write 3 things you are grateful for -write about one specific experience for 2 minutes each day -do a fun exercise for 15 minutes each day -meditation -conscious acts of kindness

empathy

Ability to understand and share the feelings of another from his/her point of view, not your own

affective

Ability to understand another's emotions and respond appropriately

Analytical terms for negotiation

Aspiration/Target-my best hope BATNA-Best Alternative To a Negotiated Agreement Reservation Point-Will go no farther! The "Walk away" point ZOPA-Zone of Potential Agreement (available range of outcomes) Commitment-A public statement such as "I can pay no more than $500" Bargaining Surplus-Gains from bargaining compared to BATNA

flipping the formula

Broken formula: "Once I _______, I will be happy" -success does not equal happiness -happiness equals success

cognitive

Can understand what someone else is thinking and how they might respond

power

Capacity or potential to produce effects on others

biases

Consistent patterns in human behavior that deviate from economic reality -Can impede success in negotiations Ex-Anchoring, Bandwagon effect, Optimism bias, Fixed pie beliefs, Issue framing

Anchoring bias

Def-Describes the reality that most of us put too much weight on the first number dropped. How to address-Defuse the anchor immediately and counteroffer

Issue framing

Def-Different presentations of the same situation lead to different solutions How to address-Think through the situation and how it can be framed

Fixed pie beliefs

Def-Finite things to be distributed in a negotiation How to address-Expand the pie - think outside the box

Optimism bias

Def-Tending to be overly confident/optimistic How to address-Think worst-case scenarios. Focus on actual BATNA

Bandwagon effect

Def-When more than one person believes something, we do too. How to address-Be vigilant when outnumbered. Think "devil's advocate"

distributive negotiation

Defined as when 2 or more parties are trying to claim the maximum amount of value for themselves with a fixed pool of value -usually a single issue -often involves price

Integrative negotiation

Goal-Best result for both parties -Win win negotiation

let the haters hate

Patrick Lenconi's podcast: Naysayers=10% Undecided=80% Supporters=10%

somatic

Physical reaction to what someone is feeling

control your own happiness

What controls your happiness: life circumstances=10% genetics=50% totally up to you=40%

Collaboration

When appropriate: -An integrated solution is essential -Need to merge perspectives -Gaining commitment is important -Improving relationships is an expected outcome Skills needed: -Actively listen -Participating in confrontation -Analyzing input objectively -Identifying and vocalizing concerns -Expressing reactions and feelings Could be viewed as: -"Two heads are better than one" -Taking too much time -Disregarding position power -Sharing responsibility

accommodating

When appropriate: -Developing another person -Creating good will -Trying to keep the peace -Issue is of little importance Skills needed: -Foregoing own desires -Selflessness -Obeying orders or instructions -Ability to yield to others Could be viewed as: -Being a pushover -"It would be my pleasure!" -Someone who is not willing to take a position -Being a peacemaker

Avoiding

When appropriate: -Issues are not very important -Tension needs to be reduced -Need time for a response -Power differential is great Skills needed: -Ability to withdraw -Keen sense of timing -Willingness to leave things unresolved -Ability to control your emotions in the moment Could be viewed as: -Quitting -Withdrawal -"I'll think about that tomorrow" -Self-controlled -A cop out

Compromise

When appropriate: -Issues are of moderate importance -You are in equal power -Temporary solution is acceptable -Time constraints are a factor -Backup solution for competing/collaboration Skills needed: -Negotiating -Finding middle ground -Willingness to make concessions -Ability to assess value and timeliness of the issue Could be viewed as: -"Let's make a deal!" -Accepting less than best -Wishy-washy -Playing games

competing

When appropriate: -No time for discussion -Unpopular course of action must be taken -Need to protect someone or something Skills needed: -Enthusiastically argue or debate -Assert your feelings and opinions -Stand your ground -Clearly state your position Could be viewed as: -Standing up for what is right -Throwing your weight around -Refusing to consider others' viewpoints -"My way or the highway"

implicit bias

attitudes or stereotypes that affect our understanding, actions, and decisions in an unconscious manner

reality of greater success

boost happiness=brain works better=become more successful

unhealthy conflict

conflict that gets personal -must be extinguished or it jeopardizes the work environment

personal powers

expert power, referent power -anyone can have this power

healthy conflict

focuses n differences of opinion regarding tasks or work related activities -can be leveraged and facilitated for gain

types of bias

implicit-you know it when you see it, it is appalling unconscious-is unknown and difficult to address

Organizational powers

legitimate, reward, coercive -you have a role in your organization

types of power

legitimate, reward, coercive, referent, expert

unconscious bias

people generally not aware of their bias

how bias plays out in the workplace

prove it again-some groups have to do this more tightrope-narrower range of behaviors acceptable maternal wall-women with children tug of war-disadvantaged groups pitted against each other

self deception and the box

self deceived-in the box -we see other people as objects -out of the box we see people as people -when in the box we cannot influence

confirmation bias

what is collusion similar to?

positive turnover

when naysayers leave its an opportunity to lean into the positive and it is not always a bad thing when people leave.