IS 301 Test 1 - Terms

Culture

-Includes the shared values, norms, rules, and behaviors of an identifiable group of people who share a common history and communication system -There are many types of culture, such as national, organizational, and team

Virtual teams

generally consist of team members located at various offices (including home offices) and rely almost entirely on virtual technologies to work with one another.

Types of effective reflecting statements

-It sounds to me like... -So, you're not happy with... -Is is fair to say that you think... -Let me make sure I understand....

judger mind-set

-People have made their minds up before listening carefully to other's ideas, perspective, and experiences -Juders view disagreement rigidly, with little possibility of finding common ground

Meeting Follow-up/Minutes Components

- Date and time - Team members present - Meeting roles - Key decisions - Key discussion points (optional) - Open issues (optional) - Action items and deadlines

Group writing

- Start right away - Work together at the planning stage - Make sure your roles and contributions are fair - Stay flexible and open - Meet in real time consistently and ensure the writing reflects the views of the group - Discuss how you will edit the document together - Consider a single group member to polish the final version and ensure a consistent voice

Barriers to Team Effectiveness

-Ineffective communication -Lack of effective chartering and goal setting -Lack of clarity and goal setting -Low morale -Low productivity -Lack of trust

Manage Language Differences

-Avoid quickly judging that others have limited communication proficiency -Articulate clearly and slow down -Avoid slang and jargon -Give others time to express themselves -Use interpreters as necessary

Running effective meetings

-Create tradition, culture, and variety -Set expectations and follow the agenda -Encourage participation and expression of ideas -Build consensus and a plan of action -Closing the meeting -Dealing with difficult people

Common types of incivility in the workplace

-Ignoring others -treating others without courtesy -disrespecting the efforts of others -disrespecting the time of others -disrespecting the privacy of others -disrespecting the dignity and worth of others

Understanding cultural dimensions

-Individualism and Collectivism -Egalitarianism and Hierarchy -Assertiveness -Performance Orientation -Future Orientation -Humane Orientation -Uncertainty Avoidance -Gender Egalitarianism

Characteristics of High Cultural Intelligence

-Respect, recognize, and appreciate cultural differences. -Possess curiosity about and interest in other cultures. -Avoid inappropriate stereotypes. -Adjust conceptions of time and show patience. -Manage language differences to achieve shared meaning. -Understand cultural dimensions. -Establish trust and show empathy across cultures. -Approach cross-cultural work relationships with a learner mind-set. -Build a co-culture of cooperation and innovation.

Self-management

-The ability to use awareness of your emotions to stay flexible and to direct your behavior positively -Involves the discipline to hold off on current urges to meet long-term intentions -Involves responding productively and creatively to feelings of self-doubt, worry, frustration, disappointment, and nervousness

interpersonal communication

-The process of sending and receiving verbal and nonverbal messages between two or more people -Involves the exhange of simultaneous and mutual messages to share and negotiate meaning between those involved

Agenda's should include:

-agenda items -time frames -goals/expected outcomes -roles -materials needed

Strengths of Introverted Professionals

-asking thoughtful and important questions -listening to the ideas of others -giving people space to innovate -developing insights to deal with uncertain situations -improving the listening environment in meetings -networking among close-knit professional groups -making lasting impressions in social tasks that require persistence -taking time to reflect carefully -providing objective analysis and advice -excelling in situations requiring discipline

Principles of Difficult Conversations

-embrace difficult conversations and assume the best in others -adopt a learning stance and commit to hearing everyone's story -stay calm and overcome noise -find common ground -disagree diplomatically -avoid exaggeration and either/or approaches -initiate the conversation -share stories -focus on solutions

Trust Building Behaviors

-extending trust -sharing information -telling it straight -providing opportunities -admitting mistakes -setting a good example by following rules

Working in virtual teams

-focus on building trust at each stage of your virtual team -meet in person if possible -get to know one another -use collaborative technologies -choose an active team leader

Common functions of teams

-handling special projects -completing the work of particular departments -developing internal systems innovations -creating customer service innovations -developing product innovations -engaging in employee development -reducing time to market for products and services

Caring

-implies understanding the interests of others -cultivating a sense of community -giving to others and showing generosity

Barriers to effective listening

-lack of time -lack of patience and attention span -image of leadership -communication technology -fear of bad news or uncomfortable information -defending -"me too" statements -giving advice -judging

Active-listening components

-paying attention -holding judgement -reflecting -clarifying -summarizing -sharing

Domains of Emotional Intelligence

-self awareness -relationship management -self management -empathy

Strengths of Extroverted Professionals

-stating views directly and charismatically -gaining the support of others -organizing people to innovate -inspiring confidence in uncertain situations -driving important conversations at meetings -networking at large social events with potential clients and other contacts -making strong first impressions that often lead to future partnerships -acting quickly to gain advantages -acting pragmatically in the absence of reliable information -excelling in competitive situations

Principles of effective team communication

-teams should focus first and foremost on performance -teams go through four natural states to reach high performance -effective teams build a work culture around values, norm, and goals -effective teams meet often -effective teams embrace differing viewpoints and conflict -effective teams provide a lot of positive feedback and evaluate their performance often -effective teams feel a common sense of purpose

Planning for meetings (essential questions)

-what is the purpose of the meeting? -what outcomes do I expect? -who should attend? -when should the meeting be scheduled? -what roles and responsibilities should people at the meeting have? -what will be the agenda? -what materials should I distribute prior to the meeting? -when and how should i invite others? -what logistical issues do I need to take care of (reserving rooms, getting equipment, printing)?

Component of difficult conversations

1. start well/declare your intent 2. Listen to their story 3. Tell your story 4. Create a shared story

Learner mind-set

-you show eagerness to hear others' ideas and perspectives and listen with an open mind -you do not have your mind made up before listening fully

barriers to shared meaning

1. External noise 2. Internal noise 3. Lifetime experiences

The Fair Test help you examine:

1. How well you have provided the facts 2. How well you have granted access to your motives, reasoning, and information 3. How well you have examined impacts on stakeholders 4. How well you have shown respect

Business professionals remain silent for four basic reasons:

1. They assume it's standard practice 2. They rationalize that it's not a big deal 3. They say to themselves it's not their responsibility 4. They want to be loyal

Stages of Development in High Perfomance Teams

1. forming 2. storming 3. norming 4. performing

Behaviors that drive diversity

1. making sure everyone is heard 2. making it safe to let team members express novel ideas 3. giving team members decison-making authority 4. sharing credit 5. giving useful feedback 6. putting feedback into action

Collectivism

A mind-set that prioritizes interdependence more highly than independence, emphasizing group goals over individual goals, and valuing obligation more than choice

F.A.I.R.

Facts, Access, Impacts, Respect

Clarifying

Making sure you have a clear understanding of what others mean

Three primary motives

Nurturing - Blue Directing - Red Autonomizing - Green

Blue MVS

are most often guided by motives to protect others, help others grow, and act in the best interests of others

Hubs

are professionals who are guided almost equally by all three of these MVSs

Interpersonal communication process

Task 1 - Overcome barriers to communication Task 2 - Manage emotions to engage in constructive communication

Empathy

The ability to accurately pick up on emotions in other people and understand what is really going on with them

Self-awareness

The foundation for emotional intelligence -Involves accurately understanding your emotions as they occur and how they affect you

corporate values

the stated and lived values of a company

Facilitator

a facilitator acts from a neutral position to get each person to participate in the conversation and ensure that each agenda item is properly discussed

Engagement

a measure of how much employees are connected emotionally to their work, how willing they are to expend extra effort to help their organizations meet their goals, and how much energy they have to reach those goals

Cultural intelligence

a measure of your ability to work with and adapt to members of other cultures

Individualism

a mind-set that prioritizes independence more highly than interdependence, emphasizing individual goals over group goals, and valuing choice more than obligation

Active listening

a person's willingness and ability to hear and understand

emotional hijacking

a situation in which emotions control our behavior, causing us to react without thinking

Shared meaning

a situation in which people involved in interpersonal communication attain the same understanding about ideas, thoughts, and feelings

Principles for relationship management

adapting communication to the preferred styles of others and ensuring civility in the workplace

Dishonesty

among the primary reasons for lower employee morale can be reason for dismissal

filter of lifetime experiences

an accumulation of knowledge, values, expectations, and attitudes based on prior personal experiences

Best time for meetings

around 10 AM

motivational value system (MVS)

blend of primary motives (nurturing:blue, directing:red, autonomizing:green) and refers to the frequency with which these values guide their actions

Givers

companies with higher percentages of givers have higher profitability, higher productivity, and higher customer satisfaction

Three components of credibility

competence, caring, character

Physical noise

external noise that makes a message difficult to hear or otherwise receive

Cultural dimensions

fairly permanent and enduring sets of related norms and values

Accountability

implies an obligation to meet the needs and wants of others

Transparency

involves sharing all relevant information with stakeholders

Inherent diversity

involves traits such as age, gender, ethnicity, and sexual orientation

acquired diversity

involves traits you acquire through experience, such as customer service experience, retail experience, or engineering experience

emotional intelligence

involves understanding emotions, managing emotions to serve goals, empathizing with others, and effectively handling relationships with others

Norming stage

the team arrives at a work plan, including the roles, goals, and accountabilities

Projected cognitive similarity

the tendency to assume others have the same norms and values as your own cultural group

Green MVS

most often concerned about making sure business activities have been thought out carefully and that the right processes are put into place to accomplish things

Red MVS

most often guided by concerns about organizing people, time, money, and other resources to accomplish results

semantic noise

occurs when communicators apply different meanings to the same words or phrases

egalitarian cultures

people tend to distribute and share power evenly, minimize status differences, and minimize special privileges and opportunities for people just because they have higher authority

outgroup homogeneity effect

the tendency to think members of other groups are all the same

Coordination meetings

primarily focus on discussing roles, goals, and accountabilities

Disassociation

process by which professionals accept critique of their ideas without taking it personally and becoming defensive

Team charter

provides direction to the team in how it functions to meet shared objectives

Association

psychological bonding that occurs between people and their ideas

Character

refers to a reputation for staing true to commitments made to stakeholders and adhering to high moral and ethical values

Team culture

refers to a set of shared perceptions and commitment to collective values, norms, roles, responsibilities, and goals

physiological noise

refers to disruption due to physiological factors Illness, hearing problems, memory loss

Psychological noise

refers to interference due to attitudes, ideas, and emotions experienced during an interpersonal interaction

Competence

refers to the knowledge and skills needed to accomplish business tasks, approach business problems, and get a job done

Meaning

refers to the thoughts and feelings that people intend to communicate to one another

Credibility

reputation for being trustworthy degree to which others believe or trust in you

Ethics

rules of conduct or moral principles that guide individual or group behavior

self-disclosure

sharing information about yourself, such as your goals, aspirations, view and values, and experiences

judger statements

show they are closed off to hearing people out, shut down honest conversations

Learner statements

show your commitment to hearing people out

Forming stage

team members focus on gaining acceptance and avoiding conflict

Storming stage

team members open up with their competing ideas about how the team should approach work

Performing stage

teams operate efficiently toward accomplishing their goals

Extroverts

tend to get much of their stimulation and energy from external sources such as social interaction

Introverts

tend to get much of their stimulation and energy from their own thoughts, feelings, and moods

Relationship management

the ability to use your awareness of emotions and those of others to manage interactions successfully

Business Ethics

the commonly accepted beliefs and principles in the business community for acceptable behavior

Diversity

the presence of many cultural groups in the workplace

encoding

the process of converting meaning into messages composed of words and nonverbal signals

decoding

the process of interpreting messages from others into meaning

Personal values

those values that individuals prioritize and adhere to

Goal of summarizing

to restate major themes so that you can make sense of the big issues from the perspective of the other person

Problem solving meetings

typically involve brainstorming about how to address and solve a particular work problem