OB

Describe The Lewin 3 Stage Change Model:

One of the cornerstone models for understanding organizational change was developed by Lewin back in the 1940s and it still effective to this day. There are 3 stages to it. a) Unfreezing: Creating a sense that a change is needed b) Changing: Moving towards a new and desired behavior c) Refreezing: Setting this behavior as the new normal. Kurt Lewin's change theory identified several Golden Rules on how change should be implemented: Change should only be implemented for good reasons. Change is most effective when done gradually. Change should be planned and not sporadic or sudden. Strive to include individuals who may be affected by the change as much as possible in planning for the change. 1) Unfreeze Stage The "Unfreeze" stage involves preparing the organization to accept that change is necessary and then creating the motivation to change. Motivation is intrinsic to each individual (I cannot motivate everybody) Many people will feel uncomfortable, accept the challenge Create the conditions, messages, and environment to motivate change Key is to develop a compelling message showing why the existing way of doing things cannot continue and that a change has to be made Ensure that there is a strong support from the senior management side Practical Steps for the Unfreeze Stage ... 1) Determine what needs to be Changed Examine the organization to understand current state Understand why change has to take place 2) Ensure there is strong support from the Senior Management Use stakeholder analysis to win the support from the key people 3) Create the Need for Change Create compelling message about why the change has to occur Use your vision and strategy to as supporting evidence 4) Manage and understand the doubts and concerns Remain open to employee concerns and communicate with them 2) Change Stage The "Change" stage has a focus on the solution - new ways of working. It begins with new approaches to the problem. With new approaches comes new learning. Goals are established Smaller, acceptable changes that reinforce and support change are instituted Management structures are developed This stage requires active stakeholder participation Usually the transition from "Unfreeze" to "Change" does not happen overnight. People take time to be open for the new direction and participate in the change. Practical Steps for the Change Stage ... 1) Communicate often Do so throughout the planning and implementation of the changes Describe the benefits and explain specifically how the changes will affect everyone/prepare everyone for what is coming 2) Dispel rumors Make sure to take fears and uncertainties seriously Answer questions openly and honestly Be aware of the rumors, and talk to the people, you need to have trust 3) Empower action Include the people who are affected by the change Provide lots of opportunities for employee involvement Have line managers provide day-to-day direction The "Refreeze" Stage needs to help people and the organization to internalize and institutionalize the changes. Measure the changes and the success Offer training for people who are struggling with the change Don´t tweak for a new change process to soon, let the people adapt Without is people will get caught in a transition trap Practical Steps for the Refreeze Stage ... 1) Anchor the changes into the culture Identify what supports the change and barriers to sustaining the change 2) Develop ways to sustain the change Ensure leadership support Create a reward system if applicable Establish feedback systems Adapt the organizational structure as necessary 3) Provide support and training 4) Celebrate the success!

PO fit and PJ fit

PO fit is if a person fit into the organisation, PJ fit is if a person fit into the job description itself.

Why does change fails?

change fails beacuse of competing resources, functional boundaries, lack of change skills, middle management, long IT loading time, employee resistance and unrealistic timetables

What is a conflict?

A Conflict can generally be seen as the process of at least one person perceiving a certain situation differently compared to others. To start a conflict, you generally only need one person Starts whenever one person perceives a problem Ex. Student comes late but doesn't care à Teacher is upset = Conflict Traditional conflict -> all conflicts should be avoided since they are harmfull (negative) Human relation -> conflict is a natural and inevitable outcome in any group, which can be positive (rather positive) Interactionist -> conflict is not only a positive force in a group but also necessity for a team to increase performance and learning (positive)

What is the greatest contributor to success?

Active and visible sponsorship, frequent and open communication, structured change management approach, dedicated resource for change management, and employee participation

Compare lewin vs kottlers change models

Although, the two models concern the same topic there also some differences besides the many similarities. Generally, it can be seen that Kottler's 8 steps for leading organizational change can be found within the framework of Lewin's model Unfreezing = Steps 1 - 4 Changing = Steps 5 - 7 Refreezing = Step 8 Similarities The 8 steps of Kottler can be found within the framework of Lewin´s model Both models indicate that it´s vital that people need to be see the need for change before implementing it Both models include the support of the senior management as a vital aspect for the success of the change Both models want to empower action and encourage people to participate in the process of change Both models recognize that there will be resistance to change that needs to be dealt with to ensure success Differences The 8 steps of Kotter describe the process in a rather more detailed way In Kotter´s model it is mentioned that the building of a team is necessary for the success of the change (n.m in Lewin) Kotter´s model includes a step for the consideration of short-term benefits which is mentioned for Lewin Lewin touches the concept of intrinsic motivation and that the right environment must be created in order to make people open for the change (n.m in Kotter) Kotter mentions the importance of resisters and how they can help to improve with challenging the process, in Lewin it´s just mentioned that they have to be dealt with

What is Fayol´s bridge?

Enhances communication between functions and divisions. Employees from the division A can directly communicated with employees from division B without the permission or knowledge of the respective manager Bridge has to be openly established by the organization and embedded into the culture but most importantly understood by the employees and especially the leader

What happens when Change Fails?

First of all, there are several reasons why change can fail. Competing resources Functional boundaries Lack of change skills The results of bad Change Management can then look like the following. Lower productivity Passive and active resistance Turnover of values employees People find workarounds and will go back to the old way of doing it Divides are created between "us" and "them"

What is Change Management?

Generally, change management is a systematic approach to dealing with the transition or transformation of an organization's goals, processes, or technologies. Changing the strategy of the company Help people to adapt to the changing process Combination of people, process, and technology à It involves the people within the organization! In other words, ... Change Management focuses on the people It is about the individual behavior towards any change and the perception of it Ex. In a project, you come up with a new software system, but no one uses it à Change management makes sure people start working with the system For leaders change management is especially important because these people look for change and you need to pick up the employees

describe issues with generational differences at work

Generally, generational challenges lead to performance issues at work. Different communication styles lead to less communication and therefore lower performance within the organization Decreased productivity, quality, and innovation Misunderstood attitudes, relationships, and working environments Less engaged workers and lack of motivation How to deal with this Issue? You can only cope with this issue trough communication and bridging the gap between the different generations at the workplace. Communication is key Agree on certain ways of dealing with things and certain values Appreciate the differences and other perspectives Acknowledge your interdependency and make everybody feel involved Appreciate what you have in common Discuss expectations of everybody and involve them in the process

describe Differences in Generations at the Workplace

Generally, the older generation always thinks that the younger ones are less productive, not as hard working and born in luxury while showing hardly any respect for older people. This could be seen over the past thousands of years. What is a Generation? Usually, a generation consists of approximately of a 15-20 year span Have a unique set of values React to the generation next to them Looks at their own generation as a standard of comparison Where are the Differences between my and the previous generation? Older generation works more and works harder while my generation is more focused on the work-life balance My generation tends to be more selfish when it comes to politics for example My generation more open towards technological change à In general, different set of values that have to be acknowledged at work How can you solve this problem? We have to acknowledge these differences and be aware of them Make all the people at work aware of the differences Bring in the right people that can cope with differences P-J fit (can be seen on the CV, look at it from two different angles, your latest or best job and your learning curve) P-O fit (you have to have at least 3-6 interviews with the help of different people to really get to know the individual and see if he fits to your organization)

what are the 4 Communicative Approaches for Change

Generally, there are 4 communicative approaches for change. 1) Cognitive Approach Objective data to convince the rationalist Show them that the change would be statically better 2) Learning Approach Training and guidance on best and promising practices to convince the learning Show the people that their knowledge is still important and that the machines cannot do their job 3) Conversational Approach Maintain conversational interaction with stakeholders to convince the willing With some people you have to talk more often (highly emotional people) 4) Coercise Approach To the active resistors and non - willing If they are not willing to change you have to get rid of them

What is the difference between strain and stress? and can stress be positive?

Generally, there is a difference between strain and stress. Strain (More short-term and usually physical) Stress (Long-term, mental, and physical, is more dangerous) There are two different concepts ... Transactional Concept: Focus on individual and environment (Self-efficacy and situation evaluation determine whether stress is felt or not, hence how the situation is overcome) Stimulus Orientated Concept: The same principle for every person (Noise, work-overload, and time pressure that stress all of us) Yes, it can be to a certain degree for some people Only when the stress goes away after a short time period à Some people feel motivated by stress, and it helps them focus

What happens when Change is Successful?

Generally, there is a strong correlation of change management and the success of project management. If you add change management to the project management, the chances for success in your project are 6x higher Change management needs to be done by externals, psychologists, experts, etc. Change managers work along with the internal project managers The greatest contributors to successful change management are ... Active and visible executive sponsorship à have senior managers on your side Frequent and open communications à increased communication with employees who don´t want to change Structured change management approach à After Lewin and Kotter Dedicated resources for change management à Roles etc. Employee participation à People who support the idea

How can Functional Conflicts be Enhanced?

If functional conflicts are good for the performance of a group, how can they be enhanced? You have to create an environment where people feel save to speak up without being judged by others (Psychological Safety) Decrease Power Distance and allow employees to go into conflicts with managers and leaders (The boss is not perfect either, he needs to open up and speak about himself in order to make employees open up too) Make sure their voices are heard and that they are willing to challenge the work others did to find potential improvement points. Create a mistake-friendly culture where people have the chance to learn from their own mistakes and the ones from others (wheel of misfortune) Other more specific approaches would be: Reward system dissenters Enhancement to challenge and criticize the boss Build devil´s advocates Punish conflict avoiders

Why Change Management is so Important?

In an organization, we are forced to deal with Change Management. Cost reduction possibilities Companies implement a new software to save costs We want to implement a new software = project management Make people feel comfortable with it = change management New market development Strategic Alliances with other companies Merging two departments with different cultures You have to involve the people Process innovation How managers deal with change? When change happens, good managers stay, bad ones leave. Change will always affect people positively and negatively It´s the task of the manager to involve the people in the process

What are the three types of conflict and what are the typical outcomes?

In general, there are 3 different conflict types. Task Conflict: Conflict over content and goals of work Relationship Conflict: Conflict based on interpersonal relationship Process Conflict: Conflict over how work gets done Low to Medium levels of Task Conflicts are functional Relation Conflicts are somewhat dysfunctional A Low level of a Process Conflict is functional Functional Conflicts demonstrate a positive effect to group performance because it stimulates discussion of ideas that helps the group to perform better.

different Ways of Dealing with Conflicts?

In general, there are several different ways of dealing with conflicts. The way people deal with conflicts depends to a large part on their personal preference of being either high or low on the attributes of Assertiveness and Cooperativeness. Competing: Desire to satisfy one's interests, regardless of the impact on the other party to the conflict (Assertive but Uncooperative) Collaborating: A situation in which the parties to a conflict each desire to fully satisfy the concerns of all parties (Assertive and Cooperative) Compromising: A Situation in which each party to a conflict is willing to give up something (Middle in both Assertiveness and Cooperativeness) Avoiding: The desire to withdraw from or suppress or a conflict and avoid the situation (Unassertive and Uncooperative) Accommodating: The willingness of one party in a conflict to place the opponent's interest above his or her own (Unassertive and Cooperative) Generally, there is no good/bad or right/wrong! Always depends on the situation and own personal preference For a fight against 5 people avoiding would be the best option In Business avoiding is the worst and collaborating would be the best What we see in Management? Usually, more experienced, and mid/high-level managers are higher on the conflicting approach because they feel like they have the knowledge and experience to always be right Lower-level employees use the avoiding style since they want to please people and not feel experienced enough to go into the conflict

What are the three levels of organizational analysis, and what is included in them?

Individual, group, and organizational level The individual is motivated, stress perception, and power group level is communication and conflicts, group dynamics, social identity, and decision making the organizational level is leadership, HR, and culture

describe the job demand control model

It consists of job decision latitude on the left side and job demands on the bottom. It explains that job stress is a part of the work situation for all employees, but the stressors can be reduced with increased control and decision-making at your workplace

describe the sources of stress and their reactions and outcomes?

Job content, poor climate, discrimination, low personnel development, organizational changes, the threat of unemployment, and time pressure are sources of stress. The reaction can be on both individual and organizational levels and includes elevated stress hormones, released blood pressure, muscular spasms, lowered tolerance, depressed mode, irritability, and chest pain. For the organization, it can be low satisfaction, high labor turnover, poor industrial relations, low motivation, and low quality

Describe the kotter 8 step model

Kotter also developed a model for Change Management which contains 8 different steps that can be separated into 3 different phases. 1) Create Urgency Get the attention of the people Sell the need for a change by describing the consequences of not changing Immerse people in information about the change Empower people to solve the problem 2) Form a Powerful Coalition Choose key players, especially staff level managers to support you Choose proven leaders who can drive the change process à High position power, broad expertise, high credibility Ensure the guiding team has both management and leadership skills 3) Create a Vision for Change Establish a "culture of safety" aligned with expectations and core values Translate the values into expected behaviors Establish trust and accountability Communicating a commitment to shaping the culture Make sure the leaders and all employees are well aware of them and are willing to follow the newly established values 4) Communicate the Vision Provide supportive actions for fear, anger, and resistance Encourage discussion and keep people challenging and talking Acknowledge concerns and communicate openly Constantly communicate the vision and be open towards challenging questions and open discussions (be open for value resisters who question you - can be good!) 5) Empower Action Provide direction for others Allow others to find their own team - driven solutions Encourage others to speak up and take risks Share the information you know Encourage personal reflection and learning Track activities and set short - term goals 6) Create Quick Wins Show visible success Provide positive feedback and reward contributions to wins (build morale) Leverage lessons learned to help plan next goal Create greater difficulty for resisters to block further change Build momentum (helps draw in neutral of reluctant supporters) 7) Build on the Change Acknowledge hard work Bring people together towards the vision Develop long-term goals Provide tools and training to reinforce the new behaviors Create structure to reinforce the new behaviors Prepare people for the next change 8) Make it Stick Create a new culture Develop action steps for stabilizing the change Give people time Provide skill and knowledge training over and over again Celebrate accomplishments Develop performance measures for the future to identify more potential points of improvement Adjust the change vision and strategy and reflect new learning insights Encourage people to be open for new challenges and changes

What can we expect when change fails?

Low productivity, passive and active resistance, turn over of value employees, change not fully implemented and people finding turn arounds

what is MPS and how is it calculated

MPS stand for motivational potential score and is calculated by variety+identity+significance divided by 3 multiplied by autonomy and feedback

Describe Responses to Change Management?

People will always respond to Change Management in one way or the other. People see this rather negative and as a conflict "Why should I change!?" You have to start the change management before you start the actual project No matter how positive the change is you can always expect some sense of loss, confusion, and skepticism from people or more commonly Fear Uncertainty Resistance and Rejection Sometimes acceptance Generally, change produces stress is people and we perceive it as a threat People change at their own pace You only have one chance of making a good first impression

what is includedin bandura and how does it work?

Performance outcomes, verbal persuasion, various experiences, and physiological feedback are the four main steps in Bandura's determining efficacy judgments. These four stages consist of Performance outcomes- positive and negative feedback, verbal persuasion - encouragement, and discouragement. Various experiences- other people's performance and physiological feedback - emotional arousal from feedback.

What are the effect of home office and telecommuting?

Positive: it allows companies to work from anywhere at any time. Allow better work-life balance, fewer distractions outside the office, better employee retention, and lower organizational costs. Negative: Require employees to be self-motivated, harder to manage employees witch are not close in proximity, reduce daily interactions between employees and some employees are non-telecommuters

How is psychological safety relevant for conflict management?

Psychological safety can enhance functional conflicts and increase performance. In psychological safety we have comfort zone and learning zone on top where employees are stress free and are able to absorbe new information. on the bottom we have apathy zone and anxiety where employees are afraid to talk and speak up. That is why high amount of psychological safety enhances functional conflicts

describe Stress

Regarding stress you can generally differ between 3 different aspects, the sources, the reactions, and the outcomes of stress. Generally, stress is perceived differently from person to person. Some feel more stressed by a certain source than others (ex. Presentations) Some react totally different than others or show no reaction at all However, for long-term stress the outcomes are always negative

What are the 4 factors affecting organizational behavior and describe the difference?

The 4 levels are People, Structure, Technology, and environment People is: different characters' class within the organization, dependent on mood and motivation, and to what extent people can act like a unit. The structure is impacts several factettes as communication patterns between employees, structure can be vertical(high hierarchy) and horizontal(low hierarchy) Environment influences psychological safety, motivation, well-being, power distance, and acceptance of failure and mistakes. Technology concerns the motivation of employees, also remote work and how it affects communication

Describe generation X

The Generation X is born between 1964 and 1980. They grew up as latchkey kids (parents not at home) They work to live (like to spend money) They tend to be friends with their children Expect their career to keep moving forwards or they will leave à Change from job security to career security Prefer electronic communication They are realists and individualistic Have self-reliance Tend to be really results orientated

Job Design - The Job Characteristic Model (Hackman & Oldman)

The Job Characteristics Model concerns the key elements a job should have to enhance employee motivation. In total, there are 5 different factettes to it. The higher the extend of each of the individual features, the higher the motivation of the employee. There is also a way to calculate this with the so called MPS. MPS indicates that autonomy and feedback are two most important features. Once one of them is 0 the whole equation equals 0 They are more important than variety, identity, and significance Trough raising the autonomy you can also increase the workload

Describe the millenials and their issues regarding to Simek

The Millennials are born between 1982 and 2000. Very involved in helicopter parents (hardly made own experiences) They wand cost-free and visual sources for information (not realistic) Live then work (rely heavily on work live balance) Want options and choices but can hardly make decisions (The fear of missing out) Expect attention and a lot of feedback Tend to be impatient Might lack the skills to cope with negative experiences Issues with Millennials according to Simek Generally, there are a few Issues with Millennials at the workplace. Millennials are tough to manage since they want to be entitled, make an impact and are really impatient in the process of receiving that This is mainly due to 4 different factors Failed parenting strategies (You can have everything you want without work) Technology (Cellphones as dopamine machines prevent true relationships) Impatience (We can have everything within a short amount of time) Environment (Corporate environment that doesn't help with this) Result is a generation with lower self-esteem than previous generations We don´t understand why we can´t immediately make an impact at the job and turn to our phones to get the dopamine we need because we can´t cope with the stress It´s the responsibilities of the leaders at the job to make sure we develop the social skills that we missed out on during our childhood and teen life

Job Design - The Self Determination Theory (Deci & Ryan)

The Self-Determination Theory concerns the basic needs that affect the well-being of a person especially in job environment and therefore is an important concept for the job design. Competence = Need to be effective in dealing with the environment (constantly getting the chance to learn to things and to evolve as an individual at work) Relatedness = Need to have a close, affectionate relationship with others (to feel united at work with the respective colleagues and to be part of a group) Autonomy = Need to control the course of their lives (to be able to be independent and make own decisions at the workplace)

Describe the source model from lazarus (stress)

The Stress Model from Lazarus concerns the process of perceiving stress, reacting to it, and coping with it which has an impact on how you learn from stress. a) The Environment The environment of a person is the stimuli (the source of stress) The persons receives the stimuli Ex. The professor asks you to read out your homework b) The Person Is the receiver of the stimuli Every person reacts differently to various stimuli's The perception filter analysis the stimuli trough appraisals Ex. We acknowledge that we might have to present our homework c) The Primary Appraisal Evaluates the character of the stimuli Is it positive, dangerous, or irrelevant for us If it´s dangerous the process continues, if not it ends at this point Ex. The stimuli is perceived as dangerous since we have to present our work d) The Secondary Appraisal We analyze our available resources If we have sufficient resources to deal with the stimuli the process ends here If we have insufficient resources, we experience stress Ex. We didn´t do the homework so we don´t have the resources to present it which leads to us experiencing stress e) Coping We cope with the stress trough two different ways, either problem focused (change situation) or emotion focused (change relation to situation) Ex. We focus on the problem and do our homework next time or we become angry f) Reappraisal Concerns the learning which is impacted through our coping of stress Both works and can potentially lead to learning (problem better than emotion) Ex. We learn from it through doing our homework next time

Describe the change house:

The change process is like a house with different rooms, you might be open to changing the rooms. People who are open to change use different sentences. à As a leader, you need to be aware of them and apply the 4 communicative approaches a) Room of Denial "It´s nothing to do with us." ; "It won´t happen here" Defend the past, justify the present, blame everybody else b) Room of Confusion "We can´t do anything, it´s all been decided." ; "I´m looking for another job." Frustration, withdrawal, blaming the management c) Room of Renewal "We have to keep improving, work smarter not harder." ; "Yes, we can do it." Understand and work to targets, accept responsibility, know what to achieve

What are the outcomes of a conflict?

The interactionist conflict view proposes two different outcomes. Functional Outcomes Improves decision quality Stimulate creativity and innovation Encourages interest and curiosity amongst members Dysfunctional Outcomes Retarding of communication Reduction in group cohesiveness Conflict amongst members threaten groups survival

what is the job design characteristic. model and describe it

The job design characteristic model describes how much employees are motivated at work. For example, if few skills are needed, they have a minor impact on others, or it is challenging to see effectiveness, employees' motivation tends to be low. On the other hand, if many skills are needed, the impact on others is. Significant, and they have much freedom to make decisions, the motivation tends to be higher. The five factors impacting motivation are skill variety, task identity, task significance, autonomy, and feedback

Change Management vs Project Management?

The main point of differential in these two concepts is the people. Change Management focusses on the people effected by projects and processes Project Management focusses on the task and the project itself

what is the difference between change management and project management?

The question arises whether Change Management or Project Management draws the bigger Picture? Change Management includes Project Management à In general, people deal with change, uncertainty, etc. Project management is the first and afterwards we have Change Management à If it is just a project, we will have some sort of change management

How to cope with stress?

The way how we cope with stress hasn´t changed over the last thousands of years. We still have the same mechanisms in our body. The way our body reacts to stress hasn´t changed over the last thousands of years It is still a two circuit process focusing on the short - term adrenalin and the more complex and long - term cortisol (includes a self-regulation brake) We react with Fight or Flight and Tend or Befriend mechanisms However, the stressors did change over the past years while our brain and body stayed the same Overparenting leads to us having problems in coping with stress since we didn´t learn to make use of our mechanisms and can hardly cope with stress Nowadays, there is more and more written communication à Humans are terrible at that The technology evolves faster than our brains do In general, there are low, medium, and high levels of stress à Low can be good for motivation, productivity, and performance à Medium and High levels of stress are bad à If you have to cope with stress to often the cortisol brake doesn´t work anymore

Describe The Link between Conflicts and Psychological Safety

There is a clear link between the concept of Psychological Safety and the enhancement of functional conflicts at work. Psychological Safety refers to the belief that you feel secure and safe at work to be able to speak up and making mistakes without being punished for them. In an organization this framework is vital to enhance functional conflicts People must feel safe to speak up and challenge others in order to learn and improve Praising people when they challenged somebody or did something right à Everybody must feel save to express his opinion the 4 zones are: comfort, learning, apathy and anxiety zone

Job Design - The Job Demand & Control Model (Karasek)

This model brings the pressure and amount of work (Job Demands) and the freedom of choice (Job Decision Latitude) in direct relation. Individuals best excel in jobs where they have a lot of challenges to further develop themselves but also a high amount of autonomy and independence.

what can be generational issues at a workplace?

Typical generational issues come from attitudes, values and beliefs of the different age groups, and stereotypes can be a common problem.

What are the communication structures and what are their differences?

Wheel, Y, Chain, and Circle Wheel: centralized communication, the information does not get mixed up Y: moderately centralized communication structure, is a combination of wheel and chain, typical for finance departments Chain: Moderately decentralized communication, information can potentially be mixed up Circle: highly decentralized, very flexible, and cheap, but not clear who is in charge, very typical for marketing departments

How to support a functional conflict?

criticise bosses (high amount of psychological safety) encourage (punish) conflict avoiders

describe The Kübler - Ross 5 Stage Model of Grief/Change

denial -> anger -> bargaining -> depression -> acceptance

What are the different organisational structures and what are the differences?

functional organizational structure, divisional structure, and Matrix structure Functional: Top-down hierarchy (traditional business structure) divided into traditional departments (It, Marketing, Sales etc.) and based on functional roles within the organization. Divisional structure: based on different divisions such as sales market or product lines ( SUV, Sedan, Electric cars etc) organized along a product line or geographic region, each division has its own set of functions such as IT, marketing, finance etc. Matrix: usually based on teams divided into specific projects or product and regions. Team is lead by a product/project manager and a functional manager, there is a dual line of authority and company operates using cross functional groups instead of vertical silos as in the other organizational structures.

describe the group performance related terms

groupthink: the process of agreeing with the opinion of the majority of the group despite personally having different view people are afraid to disagree. a) Soldiering Management problem related to employee motivation Reduction in performance and motivation as a protest against the leader Employees would do the minimum of work in the maximum amount of time Is the result of a misbehaving leader and is rather bad for performance Ex. You get too much homework and protest b) Social Facilitation People show an increased level of performance and effort in the presence of others They want to impress and not be seen as lazy Common problem in the times of home office Rather good for performance Ex. People performing better in the office c) Free - Riding People will reduce their efforts when they believe that it will not affect the final performance of the group whatsoever People have access to a good or a resource for free Is more extreme than social loafing because you know you can take advantage of it Rather bad for performance Ex. Sports Teams Ex. Companies going greener than others (more costly for one, others take advantage because we all breathe the same air) d) Social Loafing People putting in less effort when being part of a group since the others will outbalance the performance Might be unconscious and we are not aware of doing it Rather bad for performance Ex. People in a Group Project e) Social Compensation People tend to work harder in a group environment to compensate the lower effort or performance of the other group members We anticipate the poor performance of others and therefore work harder Köhler-Effect = A phenomenon that occurs when a person works harder as a member of a group than when working alone (associated with social facilitation) Ex. Students retaking courses in a group project f) Social Labouring People putting in more effort within a group because they see the bigger picture which more than just the outcome and performance Feeling pride and unity while being part of a team enhances performance of each individually Ex. Players representing their national team in sports g) Sucker Effect People will reduce their personal investment and effort in a group because of their expectation that others will think negatively of them for working too hard or contributing too much (considering them to be a sucker) They don´t want to be judged are viewed as strange Rather bad for performance Ex. People at university that barely know each other have to work together

What are the ways to coop with a conflict ?

on the left side we have assertiveness while cooperativeness is on bottom. the 5 different ways of cop with a conflict is competing, collaborating, compromising, avoiding and accommodating