MGT 18 - Midterm Study Guide

According to Cardona and Miller, what is the role of the leader? What can they do to steer their group towards Constructive Cycle?

- Watch for coalitions forming - keep order in the process, control the emotional aspect of the debate - stay focused on issues, not personalities and sub-groups 1. Going back - go back to storming phase and away from the destructive cycle to practice on communication and end on a general consensus 2. Moving Forward - new work to reset the cycle Sometimes teams need to experience complete failure to create progress as they establish that they were unable to achieve what they had hoped.

What is super additivity

1+1 = 3 the result is greater than the initial sum of the two factors. this is used to reference diversity in that it is better to have diverse components as they can add up to a better result. The different perspectives and heuristics (way people work) allow interesting results.

Overcoming the 5 Dysfunctions - Patrick Lencione

1. Absence of Trust - not comfortable being vulnerable of each other 2. fear of conflict - good conflict around ideas, no conflict 3. lack of commitment - wont commit, becuase they dont - conflict enables commitmnet 4. unwillingness to hold each other accountable - becuase they had conflict and now trust each other - now hold each other 5. Inattention to Results - not focusing on collective results, but themselves Targetted Executives in a Company Build Trust - don't try to win but try to do something - resolve the tension

Destructive Model Stages - Carmill Model

1. Division - formation of coalitions in communication process - division between teammates 2. Falling - violate the team norms and increase disorganization 3. Disinterest - people lose their motivation to work collaboratively - do the bare minimum 4. Distrust - do not personally or emotionally trust the others so people focus on themselves 5. Dismantling - trust is undermined, and the tema loses capacity ot succeed It is the leaders job to work together to avoid thesefaults

Debilitating Roles

1. Doubter - does not voluntarily contribute, which can hinder information gathering as you are not able to get everyones opinion 2. Distracter - hinders decision making because distracts people - hinders discussion 3. Diplomat - wants to reach a consensus as soon as possible, avoiding conflict on the way - Inhibits data evaluation as it does not give us time to actually understand 4. Dominator - systemically imposes their views, does not listen and monopolizes the discussion - weakens evaluation of data and action alternatives - inhibits data collection as well 5. Defeatist - pessimistic viewpoint on teams proposals - inhibits the teams effectiveness of establishing action plans - doubting competence of themselves and the tema, which can be very difficult to work with and lose a sense of motivation twowards something

What are the 4 distinct stages and what are they characteristically?

1. Forming - figuring out membership role, conflict is avoided by driven to be accepted by others 2. Storming - When groups first start experiencing conflict which will later inflict on how things start working - can be unpleasant, and typically is - Depending on good or bad storming, the overall dynamic of the group begins 3. Norming - begin to grow more together - clarity is achieved - thee is a normalization in the group in which dynamics are already established that help progress 4.Performing - not reahced by all groups - this is where groups show off what Thye have learned and usually shows high cohesion with one another 5. Adjourning - task complete - shared sense of loss Note: - group development does not happen in a straight line, it commonly shifts from phase forward to back, to forward, etc. goes through storming several times

Meeting Dynamics Cardona and Miller

1. Make the meetings meaningful Low priority - not given the right priority, they will be put off for better things Meaningful meetings - need to be seen as useful Considerate of members - short, effective meetings rather than long ones Preparation - should spend as much time preparing as in the meeting 2. Start and End at a Set Time Do not start on time - meaning people need to be there and can avoid distraction Set Time to end so people can understand that the meeting will not be consuming the entirety of their day 3. Clear Well Thought out Agenda what issues are to be discussed Usually handed down to a secretary so the leader can focus on the actual meeting itself rather than logistics 4. Presense and Attention of Team Members avoid interruptions as far as possible Isolate yourself from interruption Avoid answering phone calls 5. Must see that people take turns to speak - keep to the point foster rolls throughout the group to better understnad how timings overall work Be conscious of the roles people play Take note of behavioral patterns of people to better anticipate it for future meeting

What are the important factors about meeting to allow things to happen?

1. Preparation - be prepare before you meet as to avoid being ineffective 2. consistent and clear timeline - specific start time, specific end time 3. prepared agenda - prepare the agenda beforehand as to make sure you stay on schedule and are able to get everything done 4. avoid distractions/interuptions - cannot communicate if one's full attention is not given 5. Mutual respect/Roles/Turn Taking on Speaking - everyone has mutual respect for one another and work is able to be made beaus of this

Project Aristotle - Charles Duhigg

1. Psychological Safety - most important factor to gauge success 2. dependability 3. structure and clarity 4. meaning 5. impact This was the first article that basically just established two things 1. There is not a mix of diversity, people, that will improve things - there is minimal pattern In regards to the success of teamwork - the goal is to create CONSISTENT team success, so factors such as diversity, or deep levels of understanding are effective, but not the basis 2. Psychological Safety - freedom to speak without repressing one's thoughts - allows the best enviroments for teams to flourish with one another

What are the 3 types of Diversity? - Harrison and Klein

1. Seperation Diversity - division over a horizontal continuum - in and out groups - ethnicity, gender, age, physical location, geography, time zones 2. Variety Diversity - categorical - difference ine ducation, function, gender, ethnicity - function = profession - diversity based on the groups that you belong too 3. Disparity Diversity - division over a vertical continuum - difference In social (age/gender/race) or professional (statuses) - causes those who are at lower positions to not speak up as much

Social Identity theory by Martin Davidson

1. Systemic way of defining others 2. define themselves in a social enviroment - failures and wins of the social group 3. internalization - we adapt the habits of the group that we belong in our identity is based on the social groups that we are affiliated with people tend ot classify themselves and others into various social categories as it lets us better understand who we are as people and those around us - organizational membership, religion, gender, age cohort, sexuality, etc.

What conditions are required to make it so that diversity trumps ability?

1. The problem has to be difficult/complex - if it I is a straightforward problem that can easily be solved by just knowing something obviously those who are more qualified are going to accomplish things better It is only with the problems that are far more complex where diversity is able to fully show itself as people are able to have different solutions from their diverse backgrounds 2. Calculus Condition - there needs to be a certain level of competency within the group to actually solve the problem 3. Diversity Condition - assumes diversity among the problem solvers - there needs to be a sense of diversity 4. There needs to be a reasonably sized team - the team should be relatively small in which there won't be too many diverse ideas and where people are still are able to work with one another

Constructive Roles

1. contributor - information gathering 2. Communicator - discussion 3. Questioner - Evaluation 4. Collaborator - action plan These are distinct roles within a group that do their part in Decision Making

What is established at each development in Tuckman's theory?

1. forming - trust building - cohesiveness 2. storming - communication - decision 3. norming - organization - action plan 4. performing - collaboration - results 5. adjourning the leader's job is to lead process and to ensure that teams are able to establish themselves. Plays into the Carmill Model that regards the storming phases of constructive and destructive cycles

Hackman - 6 misperceptions about teams

1. harmony helps - conflict is a necessity in order to figure out what is wrong with everything 2. changes in membership are good - they are bad, because changes in membership make it so teams never truly begin to learn about each other 3. bigger is better - smaller teams are intimate and more effectively are able to experience the benefits of being on a team, not a work force 4. you don't need to be face to face - you do because seeing someone gives a different level of connection 5. success depends upon leadership - teams are collaborative and everyone should be working together 6. team work is magical - team work is not magical, but rather it is a science that can actually be understood over time - team work does not just naturally happen magically, but has to be worked upon to be completed.

Identity Period Rankings

1. unique person 2. group or social identity 3. universal humanity basically shows how we function ourselves, depicts that the group/social identity is the biggest contributor to who we are as people

Psychological Safety (Edmonson and Roloff)

A belief that one will not be rejected or humiliated in a particular setting or role - people are free to express their work relevant thoguhts and feelings - if one were to make a mistake, they would not think that those around them think less of them

Group Development Theory - Bruce W. Tuckman:

A super old theory from 1965 that basically said that there are 5 stages to GROUP Development. 1. Forming 2. Storming 3. Norming 4. Performing

McKinsey and Leadership Development - Types of Leadership and which ones are best to flourish psychological safety within the workplace?

Authoritative Leadership - traditional, command and control - detrimental to psychological safety - domineering Consultative Leadership - consults and solicits team input and considers team views that affect each other - direct and indirect effect on psychological safety - addresses the problems to establish psychological safety Supportive Leadership - leaders showing concern and support for teams as people, not just professionals - indirect but SIGNFICANT effect on psychological safety - people feel include Challenging Leadership - team members do more than initially expected - expressing creativity, feeling empowered to learn and improve - Challenging leadership thrives with positive psychological safety, but can also be a hinderance if people do not feel safe in the environment - SOMETIMES strengthens when there is already a positive climate established - needs challenge so people feel the pressure to work hard, should be instrinci motivation based not he leadership

Over-claiming credit

Bias that favors you, where you have a tendency to over exaggerate or overcompensate your own contribution within a group, which can result in you being more lazy. While you overcompensate for your own work, you under compensate your teammates work. This perceived under compensation can make it so that you being to underperform to match them, even if it is all self perceived. Also makes them want to work them alot less.

Destructive and Constructive Cycles - Carmill Model

Constructive Cycle - shared objectives - foundationns of the team's identity and permanently influence its most basic processes Destructive Cycle - individual or private objectives are prioritized, thus causing conflict Members choose between their shared objectives or private objectives in the Storming Phase

Business Case for Diversity (Scott Page)

Diversity Trumps Ability Because of super additivity that make it so different POVS, values, cultures allow for a greater outcome describes the same thing as gold smith, but basically continues to inform that diversity will trump the ability as it becomes super additive towards everything. Page believes that through diversity the addition of components are greater than the initial sum. Essentially describes what the value of diversity is and how it can effect DIVERSITY IS GOOD because it gives us different perspectives. Diversity can only flourish under the 4 conditions of 1. complexity, 2. competence, 3. a level of diversity, 4. reasonable size teams that allow diversity to take place

Idea of Diversity by Goldsmith

Diversity is a bonus that allows us to share different perspectives with each other thus allowing for better overall results essentially says that we should be embracing diversity as it is more of a bonus than anything else. Although diversity leads to conflict, this is necessary conflict that will ultimately help at the end of the day

How does diversity make us smarter? Katherine Philips

Diversity works by promoting hard work and creativity by encouraging consideration of alternatives even before interpersonal interaction this basically means that in face of diversity people will be more open-minded and diligent as they expect opposition. One works harder when they feel the need to defend themselves against potential opposition. In homogenous groups this is not the case as they feel that generally those who look like them will agree with them, so there is less of a sense of urgency and need to put in work. People generally will think that they will simply agree with them. Diversity is good becuase it makes people work harder They anticipate conflict which makes them work harder, thus making us smarter. Furthermore, it makes people more creative as they are willing to be more open minded towards those who look or affiliate themselves differently. Diversity not only brings in new perspectives, which means new solutions and approaches, but makes us act differently. " Diversity is not only about bringing different perspectives to the table. Simply adding social diversity to a group makes people believe that differences of perspective might exist among them and that belief makes people change their behavior."

Roles in a Team:

Each role in a team directly correlates with specific processes that are required to have effective teams Constructive Roles - reinforces key components of the decision making process Debilitating Roles - roles that weaken the team

Conflict of Interest - Banaji

Favors those wo can benefit you people have different interests in mind when making a deal, you may be a someone because they can provide you with something that is irrelevant to the actual job description or work that is being done at this time.

Acid Tests:

How We comunicate Listener - you aren't willing to change your mind, you're not listening Linda A Hill Speaer - words unheard were never spoken - Michael Use Confronting - only confront when you want to grow closer - gerald egan

Team Development Ted ED - Pentland

How to gain experience Reality Mining You can see what people do based on chips - the MIT response - how does change in voice Evolution to Social science - we are able to gain new levels of data that allow us to better understand how we interact now Engagement vs Exploration engagement - our internal grouo - exploration - gains new information get things from our environment and bringing it to our internal group Low income - lower exploration, no engagement Bring development - less engagement, no exploration - brains develop - good at habits, not good at exploring

Master Status/Foreground Identity - Sandra Sucher

Master Statuses are our dominating social identities that act as the basis of what defines us based on initial perception - race, gender and age. these will make up your initial experience at work places, because it is what people first perceive about you These 3 factors are our most basic identities that shape who we are and how people will treat us, given that they are all external characteristics. People live to the expectations that other people put on them Master statuses basically just refer to the idea these are what people are always going to first perceive you as, and is the basis of your own social identity. Indivdiuals can have different experiences at the work place, based on these master statusses .

Team Development - Cardona and Miller

Phases, Processes and Results 1. Destructive and Constructive Models - Carmill Model 2. Strategies for Team-Leader to Avoid Failure 3. How To Run A Meeting - established norms Not all groups of people are considered teams - small group of people with complementary skills and a common purpose and shared goal Necessities: 1. mix of technical, decision making , and interpersonal skills 2. selection of members is critical 3. Should include diversity in order to improve more approaches to the overall dynamic (diversity can also serve as a barrier) The Storming Phase provides the most amount of communication as it is when decisions are made within the group to establish what they will be proceeding with Destructive vs Constructive Cycle - the split is established during the storming phase - the basis of a destructive cycle is the values of an individual is prioritized over the team

Diverse Teams Roles

Pioneers value possibilities, and they spark energy and imagination on their teams. They believe risks are worth taking and that it'sfine to go with your gut. Their focus is big-picture. They're drawn to bold new ideas and creative approaches. Guardians value stability, and they bring order and rigor. They're pragmatic, and they hesitate to embrace risk. Data and facts arebaseline requirements for them, and details matter. Guardians think it makes sense to learn from the past. Drivers value challenge and generate momentum. Getting results and winning count most. Drivers tend to view issues as black-and-white and tackle problems head on, armed with logic and data. Integrators value connection and draw teams together. Relationships and responsibility to the group are paramount. Integrators tend tobelieve that most things are relative. They're diplomatic and focused on gaining consensus.

Master statuses/foreground identity and Stereotyping

Stereotypes are generalizations that are based in somewhat true characterizations of specific groups. There are established stereotypes within society that shape how people view and interact with us, no matter what. Stereotyping is considered a "social construct" that is somewhat based on truthful generalizations.

Stereotypes Pozler

Stereotypes are social constructs that are generalizations that are based on some truth at some pointt throughout history that are used to characterize people based on either master statuses or on deeper level understanding. stereotypes are bad because they do not actually represent anything and provide unimportant EXPECTATIONS on people, when it based on not much These stereotypes initially inflict on how people view us as people, because they are based among society. Need to be conscious to not stereotype and generalize individuals based on surface level qualities, while also making sure that we as indivdiausl do not fall under stereotype threat and live up to this stereotypes

Surface levels Deep level Difference by David Harrison

Surface Level - race, gender, age (master statuses) - quickly perceived and initial judgements Deeper Level Differences - personality, values, and attitudes - take awhile to be perceived Those with fewer deep-level differences tended to work better together. where as surface level differences were more of a bonus. people can be different , but need to share similar basic values in order to be functional. Kinda contradicts other ideas that there are no actual patterns behind making an effective team, but it is understandable that those with similar deeper value systems will be able to benefit more.

Workgroup vs Team Characteristics - Katzenbach and Smith

Team: - share leadership - mutual accountability - specific team purpose - measures performance by collective fork product - does real work Workgroup - internalized focused leader - individual accountability - individual work products - meeasures effectiveness by how it influences others a team is a more collaborative experience in which people collaborativey work together while a work group is merely a group of people brought together to complete a task, without mutually benefiting from each others own ideas and such.

Implict Association Test (IAT) Banaji

The Implicit association test was created in order to prove that everyone is implicitly bias towards certain groups, just due to how we were brought up. Implicit biases are something that cannot be inherently change becuase they are caused by our own upbringing and the values that we grew up on . The IAT just proves the implicit bias that we show towards or against certain groups of people. By proving we are implicitly bias, it further shows that we just need to be very conscious of our decisions and to not to succumb to either stereotypes or our implicit bias that many of us may be unaware of.

Implicit Bias

The idea that there is a bias built in our personalities based on the values and experiences we had when we were growing up, that are impossible to change. (we all be a bit racist) We all need to accept that we are a bit implicity bias. 1. we have inherent bias against certain groups based on how we grew up (implicit bias) 2. We are bias towards people who like us, as we implciily or consciously view them as similar 3. tendency to over claim - to compensate our abilities 4. conflict of interest We have an illusion of Objectivity and we are all secretly racist

In-group Favoritism - Banaji

The idea that we favor those who look like us over those who do not. This creates a divide and unethical work environment as those who are in power, typically look the same, as we have a tendency to align ourselves with those who we think are similar to us. Therefore those In the minority are in an inherent disadvantage in comparison

interpersonal congruence

The perception of oneself aligns well with the perception that the group has on an individual example: you think of yourself as a hard worker with good work ethic, and your teammates feel the same. high congruence within a team improves the performance of diverse teams interpersonal congruence is important because it makes it so that individuals do not overestimate or underestimate themselves, and do not disappoint their group. By understanding one's actual abilities you are able to make more solid decisions and openly display your level of reliability to your seem.

Psychological Safety and Accountability/Challenge

There are 4 categories in which psycholgoically safety may play a role and depicts how effective the team will be The team requires challenge and some pressure so they still feel the need to improve themselves and work hard The large majority of leaders are found in the Apathy zone, in which there is low psychological safety and low challenge

Pentland

You can measure teammwork through energy and and explore - body language is a science - charting body language and engagement between those in the team Energy Engagement Exploration Mapping TeamWork measuring and documenting communication and working together with one another

identity diversity (pollsr and elfenbein)

how to recognize and manage deep-level identity issues in teams There needs to be diversity of identity in oder for things to function better overall

What is the Diversity Trumps Ability Theorem?

idea that a diverse group of individuals will result in a better result than that of a homogenous group. This is with the idea of super additivity, and the idea the different perspectives brought together can yield better results - fruits basket example (while specific fruits may be bigger, overall a diverse fruits basket is preferred) needs to copy the 4 conditions 1. complex problem 2. competence 3. level of diversity 4. reasonable size teams, chosen from a diverse poll

Katzenbach and Smith - Whats a Real Team

small number of people with complementary skills whoa re committed to common purpose, a set of goals, and approach in which they are mutually accountable Teams are groups of people that do actual work together 1. small number 2. complimentary skills 3. common purpose 4. common set of psciecifc performance goals 5. commonly agreed upon working approach 6. mutual accountability

How American's Biases are Changing (Or Not) Over Time: Banaji and Tessa Charlesworth

there have been changes over gender, sexual orientation, race, and ethnicity throughout the course of American History For example, gender and sexual orientation have seen an increase in recent times Negativity towards the elderly, disabled people, and weight bias There continues to be unethical bias against these people and who they are which is not very fun.

What can be done to counteract this implicit bias?

veil of ignorance power of priming empirical data - that makes us change our perspective