MGT 310 Unit 2

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Big 5 personality characteristics

1. agreeableness 2. conscientiousness 3. neuroticism, 4. extroversion 5. openness

Methods to restore imbalance of equity distress

1. change your inputs/outcomes (alter ratio) 2. change perception of self/others (cognitive distortion) 3. change your comparison to others

Problems with cooperation

1. conformity 2. Abilene paradox

Reasons for competition

1. culture 2. personality 3. organizational rewards

Reduction of identification with targets of harmful acts aspects

Dehumanization and attribution of blame

Determinants of entrepreneurial team performance

External environment, Entrepreneurial team composition, Entrepreneurial team processes

Hot hand fallacy

belief that successfulness or lack of success is a predictor for future events, even in random scenarios (in one 's control)

Intergroup competition

competition between different teams

Types of dysfunctional information process biases

confirmation bias, false dichotomies

Full participation approach to decision making

consensus

Factors that increase team creativity

moderate familiarity, variations in brainstorming, constructive or creative conflict

Cognitive misconstrual types

moral justification, euphemistic labeling, advantageous comparison

Shared leadership

notion that leadership functions can be shared or performed by various members of a team

Formal tech transfer

occurs when an organization formally discloses their new invention to another entity

Informal tech transfer

occurs when someone avoids the official system/entity process and goes straight to market; technically illegal

Patent

official document that confers right or privilege to solely make, use, sell one's own invention

Technology transfer

process through which a new invention or innovation is turned into products & commercialized

Team leadership

process where an individual(s) influence progress of team members towards achieving mutual goals

Anchoring effect bias

attaching oneself to the first set of information they hear

Gambler's fallacy

belief that a random event is more or less likely to happen based on results from previous events (out of one's control)

Situational approach to leadership

understand substitutes for leadership and adjusting leadership style

Groupthink decision symptoms

1. Illusion of invulnerability 2. Direct pressure on dissenters 3. Self-censorship 4. Illusion of unanimity 5. Mind guards

Group technique approaches to decision making

1. democratic 2. mathematical techniques 3. structure decision techniques

Aspects that leadership consists of

1. leader 2. followers 3. situation

Leader oriented approaches to decision making

1. leader decides 2. leader assigns expert 3. consultative

Approaches to decision making

1. leader oriented 2. group technique 3. full participation

Factors leading to risk aversion

1. realm of gains 2. recent successes

What is need for observational learning to work

Attention, Retention, Initiation, Motivation

Unhealthy sources of conflict

Competition over power, reward, & resources, Conflict b/w individual & team goals, Poorly run team meetings, Personal grudges from past, Faulty communication

Entrepreneurial team processes

Conflict, Power and politics, Communication

Ways to prepare for conflicts (team maintenance)

Develop approaches to identify conflicts early on, Support constructive controversy, Psychologically safe environment for disagreements & conflict, Develop cooperation & trust-building, Develop team contracts, Develop norms

Strengths of team creativity

Diversity in perspectives, Pooling knowledge of different people, Feedback from others

Aspects ppl have when they're creative

Domain-relevant skills, Creativity-relevant skills, Task motivation

Antecedent conditions that lead to groupthink

Domineering leader, Maintaining good social relations/cohesion, External stress/pressures

Healthy sources of conflict

Focus on task issues, Legitimate differences of opinion, Differences in values & perspectives, Different expectations ab decision's impact

Aspect of external environments

Growth market vs stagnant market, Stable vs turbulent, Type of industry

Entrepreneurial team composition

Homogenous versus heterogeneous teams, Surface-level characteristics, Deep-level characteristics

Types of reward system approaches

Individual, Team, Organizational, Hybrid

Preventing groupthink

Leaders reserve expressing opinions at beginning, Establish norm to encourage critical thinking, Evaluate final decisions

Process mapping

Mapping out what needs to be done and then delegating who will do what roles; Creates shared mental model & facilitates communication

Motivation-equity theory

Motivation is maximized when an employee's ratio of "outcomes" to "inputs" matches those of some "comparison other"

Groupthink decision defects

Not seeing all possible options, Not foreseeing consequences of actions, Not seeking a third party's expertise

Obscuring or distorting consequences

Reduce amount of consequences/minimize the severity of a single consequence

Ability to become self-managing team depends on...

Routine tasks, Clear goals, Experience in task performance, Teamwork experience

Factors that alter the effectiveness of reinforcement (& punishment)

Satiation/deprivation, Immediacy, Contingency, Size

Aspects of Integrative agreements

Separate people from problem, Focus on shared interests of all parties, Develop many options to solve problem, Evaluate options using objective criteria, Try again

Satisficing

Settling on a sub-optimal choice when there are other options that exist

Vicarious reinforcement

Someone observes another person behave in a certain way & experience a consequence perceived as desirable so observer behaves as the model did

Types of performance measures

Specific & quantifiable goals set ahead of time, Team participation

Ways to manage virtual team conflicts

Stop using electronic messages to advocate opinions or express emotions, Leader intervention, Face-to-face meeting

Factors inhibiting individual creativity

Stuck in one's own paradigms, Extrinsic rewards, Evaluation apprehension

Who participates in 360-degree feedback

Team members, Self, Customers, Supervisors

Types of performance evaluations

Traditional individual evaluations, Teem peer evaluations, Evaluations of the team

Trait or personality approach to leadership

Uses tests to select good leaders

Process loss

When coordinations & social issues take away time from completing tasks; communication problems; failure to pool knowledge

Group Polarization

When group discussions lead to a final decision that is more extreme than the average position of its members (really risky or really conservative); normative vs informative influences

Process gain

When interactions b/w team members lead to formation of new ideas that no single member would have produced; higher quality decisions; positive motivational effects

Moral disengagement

a set of cognitive mechanisms that disengage an individual's moral self-regulatory processes; afterwards, someone may make unethical decisions without having guilty feelings

The Babble Effect

about extroversion; the person who talks to most tends to emerge and be perceived as the leader

When individual decisions are superior

action from most members not required, simple, quick (Want to avoid process loss)

Licensing

allow one party to use/make revenue from another's innovation or property

Affective tone

an expression of an individual's attitude with regard to a particular situation or encounter

Unethical behavior

any action taken by an organizational member that violates social norms that are widely accepted to the larger community

Illusion of unanimity

belief that there has been a consensus because no one speaks up even though everyone is thinking something different than what they're saying

Attribution of blame

blaming someone else for something that someone brought onto themselves

Mixed-motives

communication & goal confusion (similar to direction-based hidden agendas); individual & team goals can conflict

Advantageous comparison

comparing yourself to someone else because they're actions may be considered worse to make your look better

Entrepreneurial teams

consists of 2 or more persons who have an interest in, both financial & otherwise, & commitment to a venture's future & success...

Bad barrel

context that someone is working in where unethical decision making is accepted

Groupthink

decision-making flaws caused by the group's desire to maintain good relations rather than to make the best decision

Creativity

describes inventiveness of a creative process

Causes of decision making problems

disagreement, impact of emotions, satisficing, negative pressures

Minimization of role aspects

displacement of responsibility and diffusion of responsibility

Profit sharing

each person involved in the organization gets rewarded

Problems w/ group creativity

groupthink, group dynamic factors, social inhibitors, cognitive interference

Feedback

helpful information or criticism ab prior actions or behaviors, communicated to another individual (or group) who can use that info to adjust & improve current & future actions & behaviors

Psychological safety

idea that you're able to express yourself w/out fear of negative judgment or consequences

Roadblocks to engaging in tech transfer

improper funding, competition, not the right timing, not being well-rounded or properly trained enough

Defensive avoidance

instead of engaging in conflict, people are just going to withdraw from the organization (not show up and push people out)

Individual creativity

interaction of personal & situational factors

Equity distress

internal tension that can be alleviated by restoring balance to the ratios

Moral justification

justification by appeal to a higher value

Contingency approach to leadership

link traits or behaviors to situations; sort of a combination of the other approaches to leadership

Reciprocity team evaluation bias

making feedback better (or worse) because someone else has made yours better (or worse) in order to match what the other person said

Inflation team evaluation bias

making feedback better for someone to not feel uncomfortable giving honest or negative feedback

Survivorship bias

only paying attention to information that survives a certain process and not considering the data that didn't survive the event

Overrewarded inequity (of your outputs)

others are working harder and they're getting rewarded the same as you

Underrewarded inequity (of others outputs)

others are working just as hard and getting rewarded more than you

Elements that shared leadership is focused on

participative decision making, developing social relations & support, empowerment

Illusion of invulnerability

people feel like their team is invincible and produces the best work

Displacement of responsibility

placing blame on someone else (following orders)

How to combat confirmation bias

playing devil's advocate, setting up anonymity

Mind guards

preventing the leader from hearing any negative information about a decision or its consequences

Social cognitive theory (SCT)

puts forward that the interplay between behavioral, cognitive, & environmental factors are what determines human motivation & behavior (Bandura, 1991)

Factors for evaluating decision making approaches

quality, speed, support

How to combat false dichotomies

questioning absolute statements, using language of provisionalism

Gain sharing

recognition of which sectors is deserving gets the reward

Types of dysfunctional information processes

redundancy, biases

Euphemistic labeling

sanitizing language that's moral appeal for people to hear

Transactional communication model

sender encodes --> transmits message across channels, which can be interrupted by noise, to receiver who receives --> decodes message, then sends back feedback

Self-managing teams

shift responsibility to team members; empowers employees

Self-censorship

someone chooses themselves not to speak up because they know that their opinion is different than others

Salience bias

someone paying attention to information that stands outs most to them (something that is most emotionally activating to them)

Bad apple

someone who had possibly been put in a unethical organization, or on their own, they participate in unethical behavior (generally in leadership position)

Dunning-Kruger effect

someone who is knowledgeable or skilled in a certain areas overestimates their expertise and vice versa

In-group bias

strong sense of belonging and feeling of team superiority just because you were put on a team

Social identity theory

study of boys at camp in random teams ended up having strong in-group bias even though none of them knew each other previously

Social Learning Theory

suggests that social behavior is learned by observing and imitating the behavior of others

When group decisions are superior

team competition, good communication, need for teams (Want to aim for process gains)

Direct pressure on dissenters

team members identify someone who is disagreeing with team or decisions and they will pressure them to not speak up

Feedback intensity

the level of criticality with regard to the behavior of the recipient

Escalation of commitment

the more resources someone puts into something that's producing bad outcomes, they less likely they want to give it up because of that amount they've already invested

Multiple linkage model

to be an effective leader you need: member effort, ability, teamwork experience, organization of tasks, resources, and external support

Behavioral approach to leadership

train ppl to be good leaders; considered more prescriptive

Diffusion of responsibility

unethical action because they feel that everyone else is doing the same, or unethical inaction when working with or around others because people assume that

Abilene paradox & symptoms

unhealthy agree that can cause: Anger in public or private about team decisions, Team members blaming others, People failing to speak up

Provisionalism

using qualifying language; ex: maybe, sometimes

Risky shift phenomenon

was the origin of group polarization but was only focused on really risky decisions, not really conservative decisions

Self-regulation

what you do to control yourself

False dichotomies

when someone perceives 2 opposing views to be extreme opposites when there are other possibilities that exist

Underrewarded inequity (of you inputs)

you're working harder than others and you're getting rewarded the same as others

Overrewarded inequity (of your inputs)

you're working just as hard as other and getting rewarded more


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