MGT310 final exam

Antecedent conditions

Agreeing with a Team leader to maintain a good social relation Ex: i'll go with what you say

Creativity

Describes the inventiveness of creative process

Social inhibitors

Evaluation apprehension or distraction by the team

Trust in Communication

Evolves from shared values attitudes and emotions It is based on social relationships It requires being trusting and trust worthy It impacts on interpersonal communication, cooperation and teamwork

Three determinants of entrepreneurial team performance

External environment Entrepreneurial team composition Entrepreneurial team processes

False dichotomies

Feeling to opposing viewpoints as extreme opposites but not recognizing other options when there is possibilities Ex: is it super hot or freezing? Acting like there's no in between

How do we overcome problems in cooperation?

Find a common goal Rebuild trust and communication Encourage altruistic norms (take place in social interactions)

Reciprocal influence

What are you say may change depending on who you talk to

vicarious reinforcement/punishment

observing someone else receive a reward or punishment Ex you saw your mom get burned so you know not to touch the stove. You saw someone get in trouble so you know not to do that

Creativity requires

Creativity is an ongoing theme process it requires Time Supportive environment Constructive controversy Psychological safety

Why are we competitive?

Culture Personality Organizational rewards

Full participation

Deciding by consensus There is a discussion of issues until all members agree. This technique takes a long time and is in efficient

Groupthink

Decision making clause caused by the groups desire to maintain good relations rather than to make a best decision Ex: I won't disagree because you want to keep a cohesive team

Consequences of groupthink

Defective decision making Limiting paths Not seeing future consequences Not asking for a expert opinion

Accommodation approach

" I give in because I don't want to assert myself"

compromise approach

" give a little get a little" Example from the office Avoid false dichotomies

Avoidance approach

" leave me alone"

Collaboration approach

"We win" this requires the party to be both assertive and cooperative

Virtual team conflicts

-More likely to occur because of miscommunications -Harder to resolve To manage: -stop using electronic messages to advocate opinions or express emotions - leader intervention -face to face meeting

Factors that alter the effectiveness of reinforcement and punishment

-Satiation/Deprivation -Immediacy (is the result immediate) -contingency (is the result consistent) -size

Types of team performance measurements

-specific and quantifiable goals set ahead of time -team participation

How to alleviate/Restore balance when there is equity distress

1. Alter the ratio: change your input or outcomes 2. Cognitive distortion: change your perception of self or others 3. Change your comparison

Creation of start ups

A companies first stages of operation

Moral disengagement

A set of cognitive mechanisms that disengage an individuals moral self regulatory processes. After this engagement occurs in individual may subsequently make an ethical decisions without having guilty feelings

Mental model

A team sharing a foundation of knowledge because you were trained together

team maintenance

A way to manage conflict in teams by developing approaches to identify conflicts early on. It supports constructive controversy. Provides a psychologically safe environment for disagreements and conflict. Develops cooperation interest building, team contracts and norms

Empathy

Ability to perceive and experience the emotion of others

Relationship management

Ability to show respect and concern for a relationship you are in

What are the benefits of cooperation?

All of members are motivated Supportive communication Improves coordination satisfaction and performance Less tension and fewer conflicts Greater cohesion

Absolute statement words

Always and everytime

Diffusion of responsibility (minimization of role)

An ethical action taking place in your presence Ex: someone gets in a car accident and it takes you longer to call 911 because you thinks someone else will do it

Affective tone

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

Patenting

An official document that confirms a right or privilege; it excludes others from making, using, selling or copping your product/process/invention

Anchoring effect

Attach yourself to the first piece of information you hear For example: Jane wants to spend $10,000 on the office party, you didn't think you would spend that much but now that Jane said that you change your budget because of what she said

Advantageous comparison

Comparing yourself to someone else that makes you feel better about yourself or makes you look better than them

Bad Apples vs. Bad Barrels

Bad Apples •Individuals that stick around in a bad barrel so you become a bad apple or a bad apple is put into a good barrel so everyone turns into a bad apple Bad Barrels •An unethical organizational climate. A organization where an ethical decision making is accepted

Psychological safety

Being able to express your true self without fear of negative judgment. It's measured by looking at the lowest score on the team

Factors that inhibit creativity

Being stuck in your own paradigm Extrinsic rewards Evaluation apprehension

Team halo effect

Biased to viewing your own team as doing no wrong

4 elements of Emotional intelligence

Can be enhanced in most people 1. self-awareness 2. Empathy 3. Emotional regulation 4. relationship management

Task conflict (what we were doing)

Can lead to relationship conflict unless there is trust. Trust meaning you two are vulnerable with each other

Self censorship

Choosing not to speak up because your opinion is different

How to overcome these problems we may face in teams

Collecting data Shaping your environment Broadening your decision making

Contingency approach

Combines trait, behavior, and situational approaches to leadership. This is the most difficult leadership approach

When is competition appropriate

Competition between organizations improves productivity and competition within organizations may be positive if jobs are independent

Inter-group competition

Competition between two or more teams. This can cause in group bias and problems in the long run. Winning teams may ignore problems and stifle creativity whereas losing teams will blame and scapegoat

Sources of unhealthy conflict

Competition over power, rewards and resources (Hidden agendas) conflict between individual and team goals Poorly ran team meetings Holding personal grudges from the past Faulty communication

Types of competitive personalities

Competitors, individual list and cooperators

Survivorship bias

Concentrating on the people or things that "survived" some process and inadvertently overlooking those that didn't because of their lack of visibility. Ex: WW1 planes coming back from battle with bullet holes so they need to reinforce the planes that aren't coming back

Entrepreneurial team processes

Conflict Power and politics Communication

What are the problems with cooperation?

Conformity, unhealthy agreement

Entrepreneurial team

Consist of two or more people who have an interest in and commitment to a ventures future and success

Escalation of commitment

Continuing on a path that you already knew had better results Ex: investing time into a bad relationship. Even when it's bad you still stay because all of the time you already spent on the relationship

Group decision making problems

Disagreement Impact of emotions Satisficing Negative pressures Group polarization

Reduction of identification with targets of harmful acts

Distancing yourself from victim

Being stuck in your own paradigm

Doing the same thing and having the same routine and not changing your process. It calls for no creativity

Process gain

Effectively utilizing skills your team has When interactions between team members lead to new ideas that no single member would have produced. This leads to higher quality decisions and motivational effects.

Sources of healthy conflict

Focus on task issues Legitimate differences of opinions about the task Differences in values and perspective Different expectations about the impact of decisions

Problems with group creativity

Groups produce fewer ideas then they would as individuals which may cause groupthink Social inhibitors Cognitive interference

External Environment

Growth market versus stagnant market Stable versus turbulent Type of industry

Virtual or electronic brainstorming is more effective because it can eliminate problems

H

Cognitive interference

Happens when there is a disruption in thoughts when an individual is waiting to speak Ex: when the teacher got hit by a car the homeless man knew the license plate number but forgot The number because of everything going on

Permissive feedback

High in affective tone and low in feedback intensity. There is a potential increase in targeted behavior

Formative

High ineffective tone and high in feedback intensity -potential decrease in targeted behavior

Entrepreneurial team composition

Homogeneous versus heterogeneous Surface level characteristics Deep level characteristics

Process conflict

How we do things, happens at a high-level

Confrontation approach

I win, you lose

Gamblers fallacy (recent successes)

I'm winning so I'm bound to lose soon

Inflation bias

Idea that you feel uncomfortable giving negative feedback so you just don't do it. This boost the feedback to be positive and makes you feel less bad (most common in Students)

The babble effect (leadership emergence)

If you were the person that talks the most people will perceive you as the leader because your extroverted. you EMERGE as the leader

decision symptoms of groupthink

Illusion of invulnerability Direct pressure on dissenters Self censorship Illusion of unanimity Mind guards

Problems we may face in teams

Implicit prejudices In group favoritism Over claiming credit Conflicts of interest

Self managing teams

Is a leaderless team that shifts responsibility to team members. This empowers employees

behavioral approach

Is a more prescriptive approach saying that leader ship is a set of appropriate behaviors. This includes decision making style, being task or social focused and believing that leaders can be trained

Mixed motives

Is one problem with competition. Individual and team goals may conflict which causes a distrust and leads to reduced communication and goal confusion

Trait or personality approach

Is when leaders possess certain traits that make them a good leader. Usually this leader possesses the big five personality characteristics

Illusion of invulnerability

Just because you work together doesn't mean you are invulnerable

Approaches to group decision making

Leader Oriented, Group Technique, Full participation

How to prevent groupthink

Leaders should reserve expressing their opinion at the end Establish norms to encourage critical thinking Evaluate final decisions

Punitive feedback

Low affective tone and low intensity feedback -potential decrease in targeted (bad) negative body language and negative words

Obligatory feedback

Low in affective tone and low intensity feedback -likely little or no change in behavior

Provisional language words

Maybe, sometimes, often

Six traits from the multiple linkages model

Member effort Member ability Teamwork experience Task organization Resources External support

Factors that increase creativity

Moderate familiarity

Conflict problems

Negative emotions and stress Interference with communication Diverting attention from task Damages cohesion Winners and losers Relationship conflict Is determined by emotional intensity

Brainstorming

Not superior to individuals working alone but it's still popular The main problem is waiting for your turn to speak which can cause groupthink cognitive interference in agreeableness with others so you don't have to come up with your own ideas

Confirmation bias

Notion that you were seeking information that you already think is true just to confirm your thoughts

Gainsharing

Occurs when a certain department is organized so only they get bonuses

Formal tech transfer

Occurs when a university academic officer tells their invention to the university to help the market or advertise it Ex: Florida gators getting royalties from creating Gatorade

Licensing

Occurs when you obtain permission from a company to use or sell their products. This is very similar to franchising Ex: owning a Chick-fil-A and using their products and processes to keep the store running. You have to give a certain percentage to licensee

Bypassing (verbal communication)

Occurs when your intended meaning isn't understood by others

Consultative

One person has the authority to make decisions but he or she may ask for advice and comments from team members before deciding

Big five personality characteristics

Openness to experience Conscientiousness Extroversion Agreeableness Neuroticism

Shared leadership focuses on

Participative decision making Developing social relations Empowerment

Extrinsic rewards

People are more creative when evaluating on creativity. Extrinsic rewards hurt the ability to be more creative

practical tips for feedback

Permissive Formative Obligatory Punitive

How to combat confirmation bias

Playing devils advocate Setting up a anonymity (everyone says their ideas anonymously)

Operant Conditioning (Skinner)

Positive and negative reinforcement -a method of learning that occurs through rewards and punishments for behavior - based on consequences of actions Ex: if the rat hits the lever then he gets food (pos) Idea that there is a reverse stimuli into train the right the lights go off and there's no more loud noise (neg)

Direct pressure on dissenters

Pressure is the team not to speak their mind. External forces causes them not to speak up

How to overcome decision making problems

Process mapping (creating a shared mental model and facilitates communication) Taking a structured approach (better decision, increased satisfaction, increase commitment, promotes equal participation)

mind guards

Protecting the leader from hearing negativity about decisions or something that happened. For example not telling your boss about losing money or saying " let's not bring that up"

Social cognitive theory

Put forward the interplay between behavioral, cognitive and environmental factors or what determines human motivation and behavior

how to combat false dichotomies

Question absolute statements (like using the words always, every time) Using professional language (like using the words maybe sometimes often)

Obscuring or distorting consequences

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

Conflict in work teams

Relationship conflict Process conflict Task conflict

Conformity

Resistance to change and being influenced by others

The ability to become self managing team but depends on

Routine task Clear goals Experience in task performance Teamwork experience

What gives you the feeling of being guilty

Self-regulation. Guilty feelings make you change your behavior in the future

Integrative agreements

Separates people from the problem and focuses on shared interests of all parties. This develops many options to solve the problem

Satisfyicing

Settling on a choice when there are other options that exist. For example: Jane really wants to have a child so she settles for kyle to be the dad since they are running out of time

Dunning Kruger effect

Somebody unskilled in a certain area overestimate their knowledge. Someone really knowledgeable underestimates their knowledge because there's always more to know

Competitors

Someone on a team that does everything they can to win, Will step on teammates to outshine them

Individualist

Someone that fulfills both individual goals and team goals

Cooperators

Someone very team oriented they will put team members before themselves

Displacement of responsibility (minimization of role)

Taking responsibility and putting blame on someone else

Unhealthy agreement

Team members may feel angry about the decisions the team is making this may also cause failure to speak up or putting blame on others

Self-awareness

The ability to perceive, recognize, discuss and understand your own emotions. It doesn't change based on the day

Emotional regulation

The ability to regulate or control your own emotions. Disability can be manipulated if you don't sleep or eat

Leader oriented (group decision making)

The leader decides It is consultative

Feedback intensity

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

Shared leadership

The notion that leader ship functions can be shared or performed by various members of the team. Is shared leadership may have a positive affect on both task and social aspects of the team

Technology transfer

The process through which a new invention or innovation is turned into a product and commercialized. This doesn't have to be a product but it can be a new process too

Leadership

The process whereby an individual or individuals influence the progress of team members toward achieving mutual goals

Profit sharing

The whole Organization made the profit so everyone a part of the organization gets a piece or share of a bonus

Multiple linkages model

There are six different factors you need to have as a leader. If you have a zero in one of these traits then you are not an effective leader

People get creative when

They have an interaction of personal and situational factors. They are creative when they have domain relevant skills, creativity relevant skills and task motivation

Reciprocity bias

They say good things to you so you reciprocate and say good things to them instead of saying the bad things you wanted to say

Moderate familiarity

This applies to task and people. People may think that they aren't cohesive but are so close enough to push ideas or have constructive conflict. You are less likely to get stuck in your own paradigm because you're aiming for a middle ground

Group technique

This is a democratic approach to group decision making. The whole team votes on a decision using mathematical techniques(budgeting) or structured decision techniques. This technique is efficient and quick

Types of team performance evaluations

Traditional individual evaluation Team peer evaluations (just your team) Evaluation of the team (each team is given a task in evaluated together)

Approaches to Leadership

Trait or personality approach Behavioral approach Situational approach Contingency approach

Euphemistic labeling (cognitive misconstrual)

Using sanitizing language Ex: death = passing away Stealing = borrowing

Group polarization (risky shift phenomenon)

When a group decision leads to a decision that is more extreme than normal. People make more risky decisions when there are others to be influenced by. They would not make these decisions as individuals

Evaluation apprehension

When a individual is scared to get judged on what you were working on or think your peers believe your ideas are silly

Process loss

When coordination and social issues take time away from completing a task. This leads to communication problems and failure to pool knowledge Ex: having a chatty team, being off task or not making effective decisions

Situational approach

When leaders adjust their approach based on what's happening. They adjust their leader ship style relative to readiness of the team Characteristics of the job Team structure and organization

Informal tech transfer

When you avoid using a university and say you didn't use university resources so you don't have to pay them royalties. This is technically illegal

Moral justification (cognitive misconstrual)

You don't feel guilty because you justify your behavior

Salience bias

You pay attention to information that is most salient to you (information that stands out to you) Ex: people are scared of sharks despite how dangerous the ocean is. Most people are killed by drowning versus being eaten by a shark

Illusion of unanimity

You've come to a consensus but everyone is thinking something else and not speaking up

Hot hand fallacy (Realm of gains)

a person who has experienced success with a random event has a greater chance of further success in additional attempts Ex: I'm winning so I think that I will keep winning

Equity theory

a theory that states that people will be motivated when they perceive that they are being treated fairly. When you compare your inputs to outputs to someone else's

Equity distress

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

Attribution of blame

blaming the victims or the situation " well it's not my fault it's ? Fault"

360° feedback

includes feedback from supervisors subordinates, peers, and even customers in the appraisal process. It takes time but gives more opinion and credibility

Domain relevant skills

including talents and competencies that are valuable for working in the domain Ex: being able to get creative using excel and knowing how to use it

Operational learning

learning by observing others For example the kids sing adults hit the door so they did the same

Dehumanization

the process of depriving a person or group of positive human qualities. (The holocaust)

Social loafing

the tendency for people to put less effort into a simple task when working with others on that task

Redundancy

unnecessary repetition, you repeat what you already said

Transactional model of communication

view of communication as the simultaneous sending and receiving of messages. Sender encodes the message, transmits message, words come out of my mouth, then the receiver receives the message and decodes the message while giving feedback like body language tone and eye contact

Under rewarded inequity

you are rewarded less than should have for the amount of inputs. For example when you put in the same work and get paid less or when you do way more work and get paid the same (bigger input same output)

Over rewarded inequity

your outcomes/your inputs > other's outcomes/other's inputs For example my pay is more even though our input is the same

Effective feedback is

•Important •Specific and Descriptive •Timely •Honest, based on trust and sincerity Balanced between positive and negative •Focused on controllable behavior or outcomes •Delivered by a "competent" source