MGT 310 Unit 2
Big 5 personality characteristics
1. agreeableness 2. conscientiousness 3. neuroticism, 4. extroversion 5. openness
Methods to restore imbalance of equity distress
1. change your inputs/outcomes (alter ratio) 2. change perception of self/others (cognitive distortion) 3. change your comparison to others
Problems with cooperation
1. conformity 2. Abilene paradox
Reasons for competition
1. culture 2. personality 3. organizational rewards
Reduction of identification with targets of harmful acts aspects
Dehumanization and attribution of blame
Determinants of entrepreneurial team performance
External environment, Entrepreneurial team composition, Entrepreneurial team processes
Hot hand fallacy
belief that successfulness or lack of success is a predictor for future events, even in random scenarios (in one 's control)
Intergroup competition
competition between different teams
Types of dysfunctional information process biases
confirmation bias, false dichotomies
Full participation approach to decision making
consensus
Factors that increase team creativity
moderate familiarity, variations in brainstorming, constructive or creative conflict
Cognitive misconstrual types
moral justification, euphemistic labeling, advantageous comparison
Shared leadership
notion that leadership functions can be shared or performed by various members of a team
Formal tech transfer
occurs when an organization formally discloses their new invention to another entity
Informal tech transfer
occurs when someone avoids the official system/entity process and goes straight to market; technically illegal
Patent
official document that confers right or privilege to solely make, use, sell one's own invention
Technology transfer
process through which a new invention or innovation is turned into products & commercialized
Team leadership
process where an individual(s) influence progress of team members towards achieving mutual goals
Anchoring effect bias
attaching oneself to the first set of information they hear
Gambler's fallacy
belief that a random event is more or less likely to happen based on results from previous events (out of one's control)
Situational approach to leadership
understand substitutes for leadership and adjusting leadership style
Groupthink decision symptoms
1. Illusion of invulnerability 2. Direct pressure on dissenters 3. Self-censorship 4. Illusion of unanimity 5. Mind guards
Group technique approaches to decision making
1. democratic 2. mathematical techniques 3. structure decision techniques
Aspects that leadership consists of
1. leader 2. followers 3. situation
Leader oriented approaches to decision making
1. leader decides 2. leader assigns expert 3. consultative
Approaches to decision making
1. leader oriented 2. group technique 3. full participation
Factors leading to risk aversion
1. realm of gains 2. recent successes
What is need for observational learning to work
Attention, Retention, Initiation, Motivation
Unhealthy sources of conflict
Competition over power, reward, & resources, Conflict b/w individual & team goals, Poorly run team meetings, Personal grudges from past, Faulty communication
Entrepreneurial team processes
Conflict, Power and politics, Communication
Ways to prepare for conflicts (team maintenance)
Develop approaches to identify conflicts early on, Support constructive controversy, Psychologically safe environment for disagreements & conflict, Develop cooperation & trust-building, Develop team contracts, Develop norms
Strengths of team creativity
Diversity in perspectives, Pooling knowledge of different people, Feedback from others
Aspects ppl have when they're creative
Domain-relevant skills, Creativity-relevant skills, Task motivation
Antecedent conditions that lead to groupthink
Domineering leader, Maintaining good social relations/cohesion, External stress/pressures
Healthy sources of conflict
Focus on task issues, Legitimate differences of opinion, Differences in values & perspectives, Different expectations ab decision's impact
Aspect of external environments
Growth market vs stagnant market, Stable vs turbulent, Type of industry
Entrepreneurial team composition
Homogenous versus heterogeneous teams, Surface-level characteristics, Deep-level characteristics
Types of reward system approaches
Individual, Team, Organizational, Hybrid
Preventing groupthink
Leaders reserve expressing opinions at beginning, Establish norm to encourage critical thinking, Evaluate final decisions
Process mapping
Mapping out what needs to be done and then delegating who will do what roles; Creates shared mental model & facilitates communication
Motivation-equity theory
Motivation is maximized when an employee's ratio of "outcomes" to "inputs" matches those of some "comparison other"
Groupthink decision defects
Not seeing all possible options, Not foreseeing consequences of actions, Not seeking a third party's expertise
Obscuring or distorting consequences
Reduce amount of consequences/minimize the severity of a single consequence
Ability to become self-managing team depends on...
Routine tasks, Clear goals, Experience in task performance, Teamwork experience
Factors that alter the effectiveness of reinforcement (& punishment)
Satiation/deprivation, Immediacy, Contingency, Size
Aspects of Integrative agreements
Separate people from problem, Focus on shared interests of all parties, Develop many options to solve problem, Evaluate options using objective criteria, Try again
Satisficing
Settling on a sub-optimal choice when there are other options that exist
Vicarious reinforcement
Someone observes another person behave in a certain way & experience a consequence perceived as desirable so observer behaves as the model did
Types of performance measures
Specific & quantifiable goals set ahead of time, Team participation
Ways to manage virtual team conflicts
Stop using electronic messages to advocate opinions or express emotions, Leader intervention, Face-to-face meeting
Factors inhibiting individual creativity
Stuck in one's own paradigms, Extrinsic rewards, Evaluation apprehension
Who participates in 360-degree feedback
Team members, Self, Customers, Supervisors
Types of performance evaluations
Traditional individual evaluations, Teem peer evaluations, Evaluations of the team
Trait or personality approach to leadership
Uses tests to select good leaders
Process loss
When coordinations & social issues take away time from completing tasks; communication problems; failure to pool knowledge
Group Polarization
When group discussions lead to a final decision that is more extreme than the average position of its members (really risky or really conservative); normative vs informative influences
Process gain
When interactions b/w team members lead to formation of new ideas that no single member would have produced; higher quality decisions; positive motivational effects
Moral disengagement
a set of cognitive mechanisms that disengage an individual's moral self-regulatory processes; afterwards, someone may make unethical decisions without having guilty feelings
The Babble Effect
about extroversion; the person who talks to most tends to emerge and be perceived as the leader
When individual decisions are superior
action from most members not required, simple, quick (Want to avoid process loss)
Licensing
allow one party to use/make revenue from another's innovation or property
Affective tone
an expression of an individual's attitude with regard to a particular situation or encounter
Unethical behavior
any action taken by an organizational member that violates social norms that are widely accepted to the larger community
Illusion of unanimity
belief that there has been a consensus because no one speaks up even though everyone is thinking something different than what they're saying
Attribution of blame
blaming someone else for something that someone brought onto themselves
Mixed-motives
communication & goal confusion (similar to direction-based hidden agendas); individual & team goals can conflict
Advantageous comparison
comparing yourself to someone else because they're actions may be considered worse to make your look better
Entrepreneurial teams
consists of 2 or more persons who have an interest in, both financial & otherwise, & commitment to a venture's future & success...
Bad barrel
context that someone is working in where unethical decision making is accepted
Groupthink
decision-making flaws caused by the group's desire to maintain good relations rather than to make the best decision
Creativity
describes inventiveness of a creative process
Causes of decision making problems
disagreement, impact of emotions, satisficing, negative pressures
Minimization of role aspects
displacement of responsibility and diffusion of responsibility
Profit sharing
each person involved in the organization gets rewarded
Problems w/ group creativity
groupthink, group dynamic factors, social inhibitors, cognitive interference
Feedback
helpful information or criticism ab prior actions or behaviors, communicated to another individual (or group) who can use that info to adjust & improve current & future actions & behaviors
Psychological safety
idea that you're able to express yourself w/out fear of negative judgment or consequences
Roadblocks to engaging in tech transfer
improper funding, competition, not the right timing, not being well-rounded or properly trained enough
Defensive avoidance
instead of engaging in conflict, people are just going to withdraw from the organization (not show up and push people out)
Individual creativity
interaction of personal & situational factors
Equity distress
internal tension that can be alleviated by restoring balance to the ratios
Moral justification
justification by appeal to a higher value
Contingency approach to leadership
link traits or behaviors to situations; sort of a combination of the other approaches to leadership
Reciprocity team evaluation bias
making feedback better (or worse) because someone else has made yours better (or worse) in order to match what the other person said
Inflation team evaluation bias
making feedback better for someone to not feel uncomfortable giving honest or negative feedback
Survivorship bias
only paying attention to information that survives a certain process and not considering the data that didn't survive the event
Overrewarded inequity (of your outputs)
others are working harder and they're getting rewarded the same as you
Underrewarded inequity (of others outputs)
others are working just as hard and getting rewarded more than you
Elements that shared leadership is focused on
participative decision making, developing social relations & support, empowerment
Illusion of invulnerability
people feel like their team is invincible and produces the best work
Displacement of responsibility
placing blame on someone else (following orders)
How to combat confirmation bias
playing devil's advocate, setting up anonymity
Mind guards
preventing the leader from hearing any negative information about a decision or its consequences
Social cognitive theory (SCT)
puts forward that the interplay between behavioral, cognitive, & environmental factors are what determines human motivation & behavior (Bandura, 1991)
Factors for evaluating decision making approaches
quality, speed, support
How to combat false dichotomies
questioning absolute statements, using language of provisionalism
Gain sharing
recognition of which sectors is deserving gets the reward
Types of dysfunctional information processes
redundancy, biases
Euphemistic labeling
sanitizing language that's moral appeal for people to hear
Transactional communication model
sender encodes --> transmits message across channels, which can be interrupted by noise, to receiver who receives --> decodes message, then sends back feedback
Self-managing teams
shift responsibility to team members; empowers employees
Self-censorship
someone chooses themselves not to speak up because they know that their opinion is different than others
Salience bias
someone paying attention to information that stands outs most to them (something that is most emotionally activating to them)
Bad apple
someone who had possibly been put in a unethical organization, or on their own, they participate in unethical behavior (generally in leadership position)
Dunning-Kruger effect
someone who is knowledgeable or skilled in a certain areas overestimates their expertise and vice versa
In-group bias
strong sense of belonging and feeling of team superiority just because you were put on a team
Social identity theory
study of boys at camp in random teams ended up having strong in-group bias even though none of them knew each other previously
Social Learning Theory
suggests that social behavior is learned by observing and imitating the behavior of others
When group decisions are superior
team competition, good communication, need for teams (Want to aim for process gains)
Direct pressure on dissenters
team members identify someone who is disagreeing with team or decisions and they will pressure them to not speak up
Feedback intensity
the level of criticality with regard to the behavior of the recipient
Escalation of commitment
the more resources someone puts into something that's producing bad outcomes, they less likely they want to give it up because of that amount they've already invested
Multiple linkage model
to be an effective leader you need: member effort, ability, teamwork experience, organization of tasks, resources, and external support
Behavioral approach to leadership
train ppl to be good leaders; considered more prescriptive
Diffusion of responsibility
unethical action because they feel that everyone else is doing the same, or unethical inaction when working with or around others because people assume that
Abilene paradox & symptoms
unhealthy agree that can cause: Anger in public or private about team decisions, Team members blaming others, People failing to speak up
Provisionalism
using qualifying language; ex: maybe, sometimes
Risky shift phenomenon
was the origin of group polarization but was only focused on really risky decisions, not really conservative decisions
Self-regulation
what you do to control yourself
False dichotomies
when someone perceives 2 opposing views to be extreme opposites when there are other possibilities that exist
Underrewarded inequity (of you inputs)
you're working harder than others and you're getting rewarded the same as others
Overrewarded inequity (of your inputs)
you're working just as hard as other and getting rewarded more
