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What is the Sawyer Effect?

"Practices that can either turn play into work or work into play."

Describe Type X behaviour.

-behaviour fuelled more by extrinsic desires and concerned more with external rewards to which an activity leads

What are the two types of conflicts in regards to groups?

Destructive and constructive.

Empowered employees have a strong sense of __________.

self efficacy self efficacy: that they are capable of performing their jobs well, that what they do matters to the organization - a feeling of importance - key to motivation. If you are not confident in your own success and relevance, why try?

Coercive Power

the threat of punishment. Can coercion work upward? Coercion can work upward if a cohesive work group wants it to - work to rule campaign

People are much more likely to report having "optimal experiences" at ____ than during ______.

work, leisure

Societies have operating systems (layer of instructions, protocols); much of our societal operating system consists of a set of assumptions about?

Human behaviour.

Societal Values

Societal values reflect how you or your organisation relates to society. Societal values include: future generations, environmental awareness, ecology and sustainability.

Not just individuals but ______ can also hold power.

groups Typically those higher up the organization hold more power, but power can also flow up, or horizontally, depending on factors such as? knowledge, personality, etc. When groups hold power they can often exert a great deal of upward influence - ie labour negotiations.

"When two people in business always agree, _____________________." - William Wrigley Jr.

one of them is unnecessary

What is power?

"The capacity to influence others who are in a state of dependence" - Capacity - suggests that power may or may not be exercised in any given situation Is dependence a bad thing? Dependence does not imply a poor relationship

define organizational politics

"The pursuit of self-interest in organizations whether or not this self-interest corresponds to organizational goals" A negative force when unsanctioned means of influence are used to pursue goals that are unsanctioned. Can have beneficial outcomes for an organization if the goals are desirable/sanctioned even though the outcomes are achieved by questionable tactics

What are 3 factors that lead to better performance and personal satisfaction?

-Autonomy (to be self directed) -Challenge/Mastery (our urge to get better at stuff) -Purpose (we are purpose maximizers, not just profit maximizers)

The 3 incompatibility problems with Motivation 2.0 are?

-How we organize what we do -How we think about what we do -How we do what we do

What operating system has been essential to economic progress around the world, especially in the last two centuries?

-Motivation 2.0

"If then" rewards within the Motivation 2.0 operating system can have increased success rates by supplementing with these three practices.

-Offer a rationale for why the task is necessary (people are more engaged if they feel they are a part of a larger purpose) -Acknowledge that the task is boring (an act of empathy) -Allow people to complete the task their own way (think autonomy, not control)

Why is it that only 30% of job growth now comes from algorithmic work, while 70% comes fro heuristic work?

-Routine work can be outsourced or automated; artistic, empathetic, non-routine work generally cannot

What are the takeaways from the article "Discovering Your Authentic Leadership" by B. George, P. Sims, A. McLean, and D. Mayer?

-The largest in-depth study ever undertaken on how people can become and remain authentic leaders shows that an individual does not have to be born with any universal characteristics or traits of a leader -The journey to authentic leadership begins with understanding the story of your life. Most authentic leaders reported that their stories involved overcoming difficult experiences and using these events to give meaning to their lives -Authentic leaders work hard at understanding and developing themselves. They use formal and informal support networks to get honest feedback and help ground themselves. They temper their need for public acclaim and financial reward with strong intrinsic motivations. -It may be possible to product short-term outcomes without being authentic, but authentic leadership drives long-term results. The integrity of authentic leaders helps to sustain organizational results through good times and bad. -people become authentic leaders by framing their life stories in ways that allow them to see themselves as individuals with self-awareness from their experiences; by acting on that awareness and practicing their values and principals, they can develop as an authentic leader

When everyone in a group agrees, it could mean what three things?

-They don't have many ideas -Avoiding conflict is more important to them than generating and evaluating new ideas -People who expressed new ideas may have been ridiculed, ostracized, and driven out of the group

Extrinsic rewards can be offered for creative work if you want to give a bit of an extra boost to your workers performance. However, what is the "essential requirement"?

-any extrinsic reward should be unexpected and offered only after the task is complete -where "if than" rewards don't work, shift to "now that" rewards -offer non tangible rewards (praise, positive feedback) -provide useful info (give people meaningful info about their work)

What are some of the implications of the Motivation 1.0 system?

-as humans formed more complex societies, an operating system based purely on biological drive was inadequate -sometimes we need to restrain this drive (to prevent me from swiping your dinner of you from stealing my spouse)

Describe the Motivation 2.0 operating system.

-based on the idea that humans are more than the sum of our biological urges -we seek reward and avoid punishment -simply reward the behaviour you seek and punish the behaviour you discourage to improve performance, encourage excellence and increase productivity -people respond naturally to extrinsic motivators -this operating system is so deeply embedded in our lives that most of scarcely recognize that it exits -Motivation 1.0 still matters, but doesn't account fully for who we are

Describe Type I behaviour.

-behaviour concerning itself less with external rewards and more with the inherent satisfaction of the activity itself -people are made into Type I, not born into Type I behaviour -leads to stronger performance, greater health, and higher overall well-being

Describe the operating system Motivation 1.0.

-humans trying to survive -based purely on biological drive (gather food, avoid harm or death)

Why doesn't Motivation 2.0 work well?

-it suggests that humans aren't much different from horses -it assumes that the best way to get us moving the right direction was by dangling a crunchier carrot or wielding a sharper stick -it ignores that people have other higher drives/motivations -unreliable -incompatible with many aspects of contemporary business (profit maximizing rather than purpose maximizing) -it assumes that work is not enjoyable and that therefore people need to be monitored

Describe Motivation 3.0 operating system.

-operating system that's required for the smooth functioning of the 21st century -depends on and fosters Type I behaviour: behaviour concerning itself less with external rewards and more with the inherent satisfaction of the activity itself

Motivation 2.0 assumes we're robotic wealth-maximizers. What's wrong with this?

-our behaviour is far more complex -we are irrational not rational -the very premise of extrinsic incentives is that we'll always respond rationally to them

Describe the operating system Motivation 2.1.

-people have higher drives -organizations looked for ways to grant employees greater autonomy and to help them grow

When does Motivation 2.0 (carrots and sticks) work well?

-when baseline rewards (wages, salaries, benefits) are adequate and fair -when the task is routine -"if then" rewards (ex. for routine tasks, promise a big office-wide party if everyone pitches in on the task)

What is a heuristic task?

-you experiment with possibilitilies and devise a novel solution (creating an ad campaign)

What is an algorithmic task?

-you follow a set of established instructions -reach one conclusion -it can be solved (working as a grocery checkout clerk)

What are the benefits of overestimating your odds of success?

-you may work harder -you can convince others to help you succeed, which may increase the low chances that your idea will succeed -enjoy superior physical and mental health

People who are highly Machiavellian are more likely to:

1. Act in own self interest (even at the expense of others) 2. are cool and calculating especially when others are emotional 3. High self esteem, high self confidence 4. Form alliances with powerful people to achieve their goals 5. More likely to advocate the use of deceit

In the article "Speeding up Team Learning" the key finding from the study- that teams leam more quickly if they are explicitly managed for learning- imposes a significant new burden on many team leaders. Besides maintaining technical expertise, they need to become adept at creating environments for leaming. This may require them to give up dictatorial authority so that they can function as partners on the teams- to shed the trappings of their traditional status. What are key characteristics of becoming a better leader from this article? (3)

1. Be accessible: In order to make clear that others' opinions are welcomed and valued, the leader must be available, not aloof 2. Ask for input: An atmosphere of information sharing can be reinforced by an explicit request from the team leader for contributions from members. 3. Serve as a "fallibility model:" Team leaders can fur- ther foster a learning environment by admitting their mistakes to the team.

In "Make Your Values Mean Something" what does the author recommend when implementing values in an organization?

1. Be aggressively authentic: many corporations have the same bland values such as "integrity." For a values statement to be authen- tic, it doesn't have to sound like it be- longs on a Hallmark card. Indeed, some of the most values-driven companies adhere to tough, and controversial. 2. Own the Process: CEO can hand off value campaigns to HR but if the CEO doesnt follow the values then they are meaningless. The best values efforts are driven by small teams that include the CEO, any founders who are still with the com- pany, and a handful of key employees. 3. Weave Core Values into Everything

From the article, "The New Science of Building Great Teams," what are the three key elements of communication?

1. Energy: A single exchange is defined as a comment and some acknowledgment—for example, a "yes" or a nod of the head. Normal conversations are often made up of many of these exchanges, and in a team setting more than one exchange may be going on at a time. The most valuable form of communication is face-to-face. The next most valuable is by phone or videoconference, but with a caveat: Those technologies become less effective as more people participate in the call or conference. The least valuable forms of communication are e- mail and texting. ( 2. engagement: distribution of energy among team members. In a simple three-person team, engagement is a function of the average amount of energy between A and B, A and C, and B and C. If all members of a team have relatively equal and reasonably high energy with all other members, engagement is extremely strong. 3. exploration: communication that members engage in outside their team. Exploration essentially is the energy between a team and the other teams it interacts with. Higher-performing teams seek more outside connections, and exploration is most important for creative teams, such as those responsible for innovation, which need fresh perspectives.

The article "The Hidden Benefit of Keeping Teams Intact" says that teams, like individuals, experi- ence a learning curve. They generally do better as their members become familiar with one another. Furthermore, team performance can improve when teams had members with a high degree of familiarity. Why does team familiarity have such an outsize effect? Name the five factors that are primarily responsible.

1. Coordinating activities: Teams made up of diverse specialists are infamous for their inability to get things done. Differences among members frequently lead to poor communication, conflict, and confusion. Members new to one another simply don't understand when and how to communicate, and even if they eventually do it takes time. Familiarity can help a group overcome this obstacle: Once a team has learned when and how to communicate on one project, it can carry those skills over to the next. 2. Learning where knowledge lies: Research shows that many teams struggle to tap the knowledge each individual brings to the task, because their members don't know who has what information. Unearthing this knowledge can take time and effort; the more frequently the same individuals work together, the better an organization amortizes this investment. 3. Responding to change: Teams are increasingly asked to pivot mid-project and this creates stress and requires flexibility. Team familiarity provides a common platform from which the group can work to meet such new demands. 4. Integrating knowledge in order to innovate: Innovative solutions typically come from new combinations of existing knowledge. For this to occur within a team, members must not only impart specific pieces of knowledge to one another but also integrate those isolated pieces of information. Because familiarity helps team members share information and communicate effectively, it makes them more likely to integrate knowledge and come up with a coherent, innovative solution. 5. Capturing value. Organizations build competitive advantage when they create capabilities their competitors cannot replicate. Familiar teams are a key source of such advantage, because a competitor can't replicate an entire team's capabilities by hiring away an individual member. Each team member's performance is dependent on that of the others.

What are the four categories of values from the article "Make Your Values Mean Something"?

1. Core values are the deeply ingrained principles that guide all of a company's actions; they serve as its cultural cornerstones. 2. Aspirational values are those that a company needs to succeed in the future but currently lacks. 3. Permission-to-play values simply re- flect the minimum behavioral and social standards required of any employee. 4. Accidental values arise spontaneously without being cultivated by leadership and take hold over time. They usually reflect the common interests or person- alities of the organization's employees.

What are the four categories of values from the article "Make Your Values Mean Something"?

1. Core values are the deeply ingrained principles that guide all of a company's actions; they serve as its cultural cornerstones. 2. Aspirational values are those that a company needs to succeed in the future but currently lacks. 3. Permission-to-play values simply re-flect the minimum behavioural and social standards required of any employee

From the article "How to measure your Life," what advice does author give for one to find a purpose?

1. Create a strategy for your life i.e.: he set aside an hour a day from his studies to pray 2. allocate your resources: decisions about allocating your personal time, energy, and talent ultimately shape your life's strategy. People who have a high need for achievement unconsciously allocate extra energy to activities that yield the most tangible accomplishments 3. Create a Culture: cultures can be built consciously or evolve inadvertently 4. Avoid the "Marginal Costs" Mistake: this doctrine biases companies to leverage what they have put in place to succeed in the past, instead of guiding them to create the capabilities they'll need in the future "just this once" - missing important basketball game 5. Remember the Importance of Humility: Be humble. If your attitude is that only smarter people have something to teach you, your learning opportunities will be very limited. People who act in an abusive, arrogant, or demeaning manner toward others, their behavior almost always is a symptom of their lack of self-esteem. 6. Choose the right yardstick: when author is diagnosed with cancer, his work impacts didn't seem important anymore - don't worry about the level of individual prominence you have achieved; worry about the individuals you have helped become better people.

What are the three characteristics that the article "Speeding Up Team Learning" describes that creates "learning teams?"

1. Designing a Team for Learning: team leaders often have considerable discretion in determining, tbrougb choice of members, the group's mix of skills and areas of expertise. Little initiative in deciding team members vs a collaborative one - make sure the person not only has the skills but also the right attitude. 2. Framing the Challenge: When discussing new procedure with team members, the leaders of teams that successfully implemented the new technology characterized adopting it as an organizational challenge rather than a technical one. Look at it as a new way of working together rather than acquiring new individual skill. 3. Creating an Environment of Psychological Safety: Teams, even more than individuals, learn through trial and error. Because of the many interactions among members, it's very difficult for teams to perform tasks smoothly the first time, despite well-designed training. The article emphasizes the importance of experimenting with new ways of doing things to improve team performance - even if some of the new ways turned out not to work. People will be more comfortable bring their ideas to the table.

In the article "Managing Multi-Cultural Teams," what are three recommendations given by the author of how to deal with confrontation in the workplace when dealing with people from around the globe? (some cultures see confrontation as rude and for some cultures its the way they work)

1. Do your preparation: research cultures that go about confrontation differently. ie: In many Asian cultures the default purpose of a meeting is to put a formal stamp on a decision that has been made before the meeting in informal pre-meetings. If you lead a team with members from one of these countries, try making one-on-one phone calls before the formal meeting to hear the real deal. 2. Depersonalize the confrontation: Instead of asking people to express their opinions in a meeting, ask team members to send all their ideas to a nominated third party before the meeting and have that person create a list of ideas without stating who had the suggestions. This way, participants can confront each idea during the meeting — without confronting the person associated with it. 3. 3. Change your language: To encourage team debate in some cultures it is important to use phrases like 'I do not quite understand your point' and 'please explain more why you think that', vs 'I disagree with that' which would shut down the conversation completely.

How is power obtained? Doing the right things - activities must be: (3)

1. Extraordinary - excellent performance of a routine job is not enough. Succeeding at the scary projects where success if far from certain. 2. Visible - seek visible challenges, publicize performance. It doesn't count if no one knows. 3. Relevant - Activities must be relevant to solutions to organizational challenges. Power will not be generated if no one cares - activities that improve the competitiveness and financial performance of the company.

Legitimate Power

position based, formally authorized by the organization

People will not follow a leader they feel is inauthentic. But the executives we questioned made it clear that to be authentic, they needed to work for an authentic organization. In the article, "Creating the Best Workplace On Earth," the research found six common imperatives to address "authentic" workplaces, what are they?

1. Let people be themselves: The ideal organization is aware of dominant currents in its culture, work habits, dress code, tra- ditions, and governing assumptions but, like the chancellor, makes explicit efforts to transcend them. 2. Unleash the Flow of Information: respects employees' need to know what's really going on so that they can do their jobs, particu- larly in volatile environments where it's already dif- ficult to keep everyone aligned and where workers at all levels are being asked to think more strategically. There are numerous barriers to what we call "radical honesty"—that is, entirely candid, com- plete, clear, and timely communication. 3. Magnify People's Strengths: In both good times and bad, managers are far more often rewarded for minimizing labor costs than for the longer-term goal of increasing workers' effectiveness. How much value can be ex- tracted from workers to how much can be instilled in them - bring the best out of your employees. 4. Stand for More Than Shareholder Value: It has become commonplace to assert that orga- nizations need shared meaning, and this is surely so. But shared meaning is about more than fulfilling your mission statement—it's about forging and maintaining powerful connections between personal and organizational values. People want to be a part of something bigger than themselves, something they can believe in. 5. Show How the Daily Work Makes Sense: Beyond shared meaning, the executives we've spo- ken to want something else. They seek to derive meaning from their daily activities. This aspiration cannot be fulfilled in any com- prehensive way through job enrichment add-on. It requires nothing less than a deliberate reconsidera- tion of the tasks each person is performing. Beyond reconsidering individual roles, making work rewarding may mean rethinking the way companies are led. 6. Have Rules People Can Believe In: Organizations need structure. Markets and enterprises need rules. As successful entrepreneurial businesses grow, they often come to believe that new, complicated processes will undermine their culture. But systematization need not lead to bureaucrati- zation, not if people understand what the rules are for and view them as legitimate. People want to do good work to feel they matter in an organization that makes a difference. They want to work in a place that magnifies their strengths, not their weaknesses. For that, they need some au- tonomy and structure, and the organization must be coherent, honest, and open.

Name 4 Faucets of political skill in an organization.

1. Social astuteness - can "read" people and know how to present themselves to others 2. Interpersonal influence - persuasive interpersonal style, adaptable to the situation 3. (Apparent) sincerity - comes across as genuine and exhibits high integrity 4. Networking ability - able to establish good relations with key individuals both inside and outside of organization.

How is power obtained? Cultivating the right people such as:

1. Superiors - can act as mentors/sponsors in rise to power. A source of organizational intelligence 2. Peers - A good relationship with peers eliminates obstacles to the acquisition of power 3. Subordinates - Association with rising stars 4. Outsiders - Relationships with high status outsiders can bring respect and power within the organization Suppliers, customers, regulators, competitors

Responsibility of Relationships: Managing yourself requires taking responsibility for relationships. This has two parts.

1. The first is to accept the fact that other people are as much individuals as you yourself are. They perversely in- sist on behaving like human beings. This means that they too have their strengths; they too have their ways of getting things done; they too have their values. To be effective, therefore, you have to know the strengths, the performance modes, and the values of your co-workers. 2. The second part of relationship responsibility is taking responsibility for communication. Whenever I, or any other consultant, start to work with an organization, thefirstthing I hear about are all the personality conflicts. Most of these arise from the fact that people do not know what other people are doing and how they do their work, or what contribution the other people are concentrating on and what results they expect. And the reason they do not know is that they have not asked and there- fore have not been told.

Who wants power? What are the two differences in the extant to which individuals seek and enjoy power?

1. The negative side - Power sought for it own sake, personal gain 2. The positive side - the best leaders have a high need for power but use it to achieve organizational goals

In the article "Managing Oneself," what are the recommendations of addressing the following questions: 1. What are my strengths? 2. How do I perform? 3. What are my values? 4. Where do I belong? 5. What should I contribute?

1. The only way to discover your strengths is through feedback analysis. Several implications for action follow from feedback analysis. First and foremost, concentrate on your strengths. Put yourself where your strengths can produce results. Second, work on improving your strengths. Analysis will rapidly show where you need to improve skills or acquire new ones - remedy your bad habits - the things you do or fail to do that inhibit your effectiveness and performance. 2. It is a matter of personality. Whether personality be a matter of nature or nurture, it surely is formed long before a person goes to work. -Am I a reader or a listener? -How do I learn? 3. Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results. 4. After answering the above three questions, one should be able to decide where they belong and recognize where they do not belong. The person who has learned that he or she does not perform well in a big organization should have learned to say no to a position in one. 5. To answer it, they must address three dis- tinct elements: What does the situa- tion require? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? And finally. What results have to be achieved to make a difference? The answer must balance several things. First, the results should be hard to achieve-they should require "stretching," to use the current buzz- word. But also, they should be within reach.

Why is values-based decision-making is so important? (Three parts)

1. necessary for individuation and self-actualization. 2. allows us to transcend our ethnic/cultural belief structures by uniting us around shared basic human principles. 3. When a group of people espouse an agreed set of values and understand which behaviours support those values, all the rules reduce to one—live the values

What are the "4 Ways to Decrease Conflict Within Global Teams"? (article)

1. team members aren't competing for their jobs: teams in which people at one location felt threatened, was riddled with conflict. Members worried about losing their jobs and couldn't bring themselves to build strong relationships with team members from across the ocean 2. harmonious teams have a shared identity: they feel like they're "all in it together" and have a common vision not only for what they can achieve, but the important role each location plays in their success. A shared identity significantly reduced conflict 3. teams share a similar context or at least an understanding of their contextual differences: what is the extent to which work tools or processes are incompatible, priorities are different, and information about what others are doing was incomplete? When differences were high and information incomplete, conflict soared. This effect was stronger when the team was more distributed.

What are they six ways humans make decisions?

instincts, subconscious beliefs, conscious beliefs, values, intuition, and inspiration

These three elements foster Type I behaviour. They allow for stronger performance in the work place and overall higher well-being.

Autonomy: our default setting; to be autonomous and self-directed Mastery: -requires engagement; becoming better at something that matters -"optimal experiences when challenges we face are exquisitely matched to our abilities" -it's a mindset, it is a pain, and it is an asymptote (impossible to fully realize, which makes it both frustrating and alluring) Purpose: -a cause more enduring than themselves

In action learning proves to be ____________ than the after-action analysis so often touted as key to organizational learning.

more effective :)

What is the difference between values and beliefs?

Beliefs: Beliefs are assumptions we hold to be true. When we use our beliefs to make decisions, we are assuming the causal relationships of the past, which led to the belief, will also apply in the future. Beliefs are contextual: They arise from learned experiences, resulting from the cultural and environmental situations we have faced. Values are not based on information from the past and they are not contextual. Values are universal. Values transcend contexts because they are based on what is important to us: They arise from the experience of being human. When we use our values to make decisions we focus on what is important to us—what we need to feel a sense of well-being.

Reward Power

not just $, all forms of positive reinforcement, prevention of negative outcomes

Building teams is a science, not an art. It has identified the elusive group dynamics that characterize high-performing teams—those blessed with the energy, creativity, and shared commitment to far surpass other teams. These dynamics are observable, quantifiable, and measurable. And, perhaps most important, teams can be taught how to strengthen them. In the article, "The New Science of Building Great Teams," what is the fundamentally most important tool identified to building high performance teams and what are 5 chracteristics?

Communication: key to high performance lay not in the content of a team's discussions but in the manner in which it was communicating. The data also reveal, at a higher level, that successful teams share several defining characteristics: 1. Everyone on the team talks and listens in roughly equal measure, keeping contributions short and sweet. 2. Members face one another, and their conversations and gestures are energetic. 3. Members connect directly with one another—not just with the team leader. 4. Members carry on back-channel or side conversations within the team. 5. Members periodically break, go exploring outside the team, and bring information back.

A group is unlikely to express and develop many valuable new ideas unless they demand for ____ & ____. -Robert F. Kennedy.

Conflict & Dissent

What is one main tool effective groups use to keep people focused on facts?

Consistently using humour, joking, and laughter; humour helps group dynamics by reminding people to not take life to seriously, and the laughter it promotes releases tension.

Idea generation and the development of creative work can be facilitated by?

Constant argument. Constant argument can mean that there is a competition to develop and test as many good ideas as possible, and that there is wide variation in knowledge and perspectives.

During idea generation, like brainstorming, participants should withhold and avoid what two things?

Judgement and criticism.

If you do hire grumpy people, what can prevent them from impacting others at an organization?

Keep them away from everyone else in the company most of the time; emotions are contagious.

What is destructive conflict?

Emotional, interpersonal, or relationship-based conflict that upsets and demoralizes people; participants are not fighting over which ideas are best, but because they dislike each other or feel threatened by one another.

Open source systems such as Linux, Firefox, and Wikipedia, and Non-Profits can run successfully on what type of motivation from people?

Enjoyment-based (how creative a person feels when working on the project) purpose-maximizing, intrinsic motivation

Saboteurs vs Sage: -What are examples of saboteurs? -What are the 5 great powers of sage? -What is their relationship? -How can you manage saboteurs? -What is positive intelligence?

Examples of Saboteurs: Judge, Pleaser, Controller, Victim, Avoider 5 great powers of sage: Empathize with ourselves and other, Explore with deep curiosity, Innovate creative options, Navigate among our options, Activate our intentions Positive Intelligence can be measured as the percentage of the time your mind works for you instead of against you. There is a tug of war constantly raging inside your mind between your Saboteurs - the mental patterns that sabotage your success and wellbeing - and your Sage - the mental patterns that serve you. Positive Intelligence shows you how to shift your mind to your advantage, learning how to naturally call forth your Sage and weaken your Saboteurs, you can dramatically improve the way you experience work and life, react to setbacks and challenges, interact with and persuade others and achieve your goals and aspirations.

Which base of power is most closely associated with employee effectiveness?

Expert power is most closely associated with employee effectiveness. Referent power the most likely to generate true employee commitment.

If you want innovation to happen, what do you need?

Happy, upbeat warriors that know the right way to fight.

Where is it beneficial to have negative people working for you?

In situations where they have to deal with high-risk. They are better at unearthing negative info, and take fewer risks.

When is conflict/criticism damaging (in a group setting)?

In the very earliest stages of idea generation; it causes ideas to be rejected before they can be developed well enough to be evaluated. Also once the creative process has run its course, and it is time to implement an idea, agreement among the group is important, to help ensure everyone will use the same methods, in the same way, and are working toward the same ends.

Individual Values

Individual values reflect how you show up in your life and your specific needs-the principles you live by and what you consider important for your self-interest. Individual values include: enthusiasm, creativity, humility and personal fulfilment.

Power is just the potential to influence others. How is power converted into actual influence?

Influence tactics - Specific behaviours that people use to affect others and manage others' impressions of themselves. Having legitimate positional power is nice but if your employees quit every time you give a directive you have failed to influence.

"________ motivation is conducive to creativity; controlling _________ motivation is detrimental to to creativity."

Intrinsic, extrinsic; therefore tenets of Motivation 2.0 may actually impair performance of the heuristic, right-brain work.

Why do people who do creative work need to be optimistic?

It inoculates them against the loss of energy and effort that follows each effort; people in innovative companies can't view dead ends, errors, and failures as reasons to give up, or they will never develop the new successful ideas that ultimately result from this potentially disheartening process.

When we leave lucrative jobs to take low-paying ones that provide a sense of purpose, or work to master the clarinet on weekends although we have little hope to make a dime, what operations system are we debunking?

Motivation 2.0

What personality characteristic is stable throughout one's life?

Optimism or being up-beat; People who had an upbeat personality as an adolescent were likely to show job satisfaction decades later.

Organisational Values

Organisational values reflect how your organisation shows up and operates in the world. Organisational values include: financial growth, teamwork, productivity and strategic alliances.

Why are values important?

Our values are important because they help us to grow and develop. Every individual and every organisation is involved in making hundreds of decisions every day. The decisions we make are a reflection of our values and beliefs, and they are always directed towards a specific purpose. That purpose is the satisfaction of our individual or collective (organisational) needs.

What is personal mastery?

Personal mastery involves letting go of your limiting values and beliefs, and replacing them with positive values and beliefs. In order to let go of your potentially limiting values, you must learn how to manage, master or eliminate your fear-based beliefs. When the beliefs of your ego are out of alignment with the values of the soul, you lack authenticity. When the beliefs of your ego are in alignment with the values of your soul, you will experience internal alignment and a deep sense of joy and contentment.

When a task calls for rudimentary cognitive skill (requires conceptual creative thinking), the larger the reward, the _______ the performance of the individual.

Poorer; rewards don't work.

What are positive values? Provide examples of personal and organization positive values.

Positive values, often referred to as virtues, enable us to live authentically, foster connectivity, and contribute to the common good. Personal: accountability, integrity, trust Organizational: teamwork, customer satisfaction, financial security

What are potentially limiting values? Provide examples of personal and organizational limiting values.

Potentially limiting values arise from the fears and anxieties we have about not being able to meet our needs. Personal: being liked, caution, control Organizational: bureaucracy, hierarchy, power

Relationship Values

Relationship values reflect how you relate to other people in your life, be they friends, family or colleagues in your organisation. Relationship values include: openness, trust, generosity and caring.

In the article "The New Science of Building Great Teams," what three steps are identified that help build better individual and team performance?

Step 1. Visualization: with communication maps Step 2: Training: with the maps and feedback of how to make communication more equal between all individuals Step 3: Fine-tuning performance: by working communication, performance will go up

What is constructive conflict?

Task, or intellectual conflict that happens when people argue over ideas rather than personality or relationship issues; occurs when people base discussion on factual information, develop multiple alternatives to enrich debate, and fight about ideas (which one is best, and why) in an atmosphere of mutual respect. If an idea has any technical weak spots, they almost always surface,.

The Contingencies of Power (name 4)

Theory holds that power depends on: 1. Non-substitutability: The more difficult it is to replace the function of a person or group within an organization, the more powerful they will be 2. Centrality:Individuals and groups whose work is more central to the main purpose of the organization will have more power. Centrality can be from influence on other departments, impact on quality or quantity of key product or service, immediacy of impact 3. Discretion: the level of autonomy in ones job. The power to make decisions without asking. If autonomy is very high then the likelyhood of others being able to do your job is low. 4. Visibility: the ability of your positive value (control of resources, knowledge) to the company to be seen

People who are involved in kinds of work tasks with high failure rates need to be more than just optimistic. What else is required?

They need to be prone to overestimating their chances of success and believe that things are and will be better than evidence suggests at the time.

Vertical Thinking vs Lateral Thinking

Vertical: Logical, Existing path, Moves if there is direction, Drive gear Analytical Lateral: Make leaps, Alternate path, Makes direction, Back gear, Creative

Video: CEO of Zappos - Why are core values important important for company culture? What makes the values effective?

When employees are committed to and act on values they can be transparent in the workplace

People will be more creative when....?

When people are put into a good mood; people in good moods are "more cognitively flexible and more able to make associations, to see dimensions, and to see potential relationships among stimuli-than are persons in a neutral state."

When do bonuses help to motivate people?

When the task involved only uses mechanical skin (simple, and straightforwardl.

Organizational citizenship behaviours

all the things employees do when they place the interests of the organization above their own - helping behaviour, being "a good sport", extra care of customers. Going above and beyond the requirements of the job description. Extra discretionary effort.

When an idea has moved beyond infancy, but is still unproven, _____ ______ is crucial for developing and testing its value.

constructive conflict

What are the four types of values that we find in an organisational setting?

individual values, relationship values, organisational values, and societal values

Routine, not-so-interesting jobs require _______; non-routine, more interesting work depends on __________.

direction, self-direction

Referent Power

from being well liked Individuals seek approval from those that they like, and ignore their failures. Referent power is particularly powerful - more then coercive or reward because it is based on identification with the power holder -It is difficult for many to hold an opposing view to someone they like - a deeper source of power. Referent power is available to anyone.

Expert Power

from possessing knowledge or skills that are highly valued by the organization The amount of expert power is determined by the difficulty of replacement -the more unusual, and the higher valued the skills are the greater the power. Sometime low level employees can accrue significant expert power because of their long service with and organization. The become and important part of the collective memory of the organization - they now the ins and outs of dealing with both internal and external forces, stakeholders, etc.

Define Empowerment

giving people the authority, opportunity, and motivation to take initiative to solve organizational problems Authority - sanctioned by the organization, legitimate, delegated, etc. Opportunity - freedom from bureaucratic barriers Motivation - hire and manage for intrinsically motivated staff, align extrinsic rewards