MGT 350

Problems too Much Cohesion

-Internal pressure to conform -Members may disapprove of others who dare to disagree -Groupthink

Root causes of Conflict in the workplace

-Organizational Structure -Limited Resources -Task Interdependence -Personality Differences -Incompatible Goals -Communication Problems

4 Positive Outcomes of Conflict

1) Consideration of a broader range of ideas, resulting in a better, stronger idea. 2) Surfacing of assumptions that may be inacurate 3) Increased participation and creativity 4) Clarification of individual ideas that build learning.

Five Phases of Negotiating

1) Investigation 2) Determine your BATNA - Best alternative to a negotiating agreement. 3)Presentation 4) Barganing 5) Closure

5 Conflict - Handling Styles

1. Avoidance 2. Accommodation 3. Compromise 4. Competition 5. Collaboration

5 ways to avoid decision making traps

1. Overconfidence Bias 2. Hindsight Bias 3. Anchoring 4. Framing Bias 5. Escalation of Commitment

Pros: Individual Decision Making

1. Typically faster 2.Best individual in group outperforms 3. Accountability easier to determine

Pros: Group Decision Making

1.Diversity of ideas and can piggyback on other ideas 2.Greater commitment to ideas 3.Interaction can be fun and group building task

3 Factors to Evaluate Creativity

1.Fluency 2.Flexibility 3.Originality

5 rules for active listening

1.Listen for message content, 2. Listen for feelings, 3. Respond to feelings, 4. Note all cues, 5. Paraphrase and restate.

Non-Verbal Communication

Body language, facial expressions, hand gestures, eye contact, posture, touch, and space are all forms of nonverbal communication. Sometimes what you don't say can be even more important.

Integrative Approach (negotiations)

Both parties look for a way to integrate their goals under a larger umbrella

Common problems faced by Teams

Challenges knowing where to begin Poor Performers Dominating memebers Poorly managed team conflict

Ways to Manage Conflict

Change the Structure - for example, working together to keep costs low while ensuring quality. -Changing the composition of a team - separating personalities that -are at odds. -Create a common opposing force - Focus on a common enemy, such as the competition. -Consider Majority Rule - TAKE A VOTE -Problem Solve - focus on the problem, not on each other.

Problem-Solving Tasks

Coming up with plans for action and making a decision.

Adjourning

Conclusion of group, but NOT main stage

Communication's 3 main functions within an organization

Coordination Transmission of Information Sharing emotions and feelings

Generation Tasks

Creative tasks, such as brainstorming a new direction or creating a new process.

Self Directed Teams

Team makes all decisions internally about leadership and how work is done. HIGH AUTONOMY.

Reciprocal

Team members working on each task simultaneously.

Accommodation

When you find you are wrong. When you want to gain social credit for later use. To minimize loss when you are outmatched or losing. To allow subordinates to develop by learning from mistakes.

Analysis-Paralysis

a decision-making process which more and more time is spent on gathering information and thinking about it, but no decisions actually get made

Mediation

a process in which an outside third party enters the situation with the goal of assisting the parties to reach an agreement

Arbitration

a process that involves bringing in a third party who has the authority to act a judge and make a binding decision to which both parties must adhere

Rational-Decision Making Model

a series of steps that decision makers should consider if their goal is to maximize the quality of their outcomes *Optimiziation

Noise

anything that interferes with or distorts the message being transformed.

Intuitive decision making model

arriving at decisions without conscious reasoning. *model argues that in a given situation, experts making decisions scan the environment for cues to recognize patterns *Increases w experience

Decision Rule

automated response to problems that occur routinely

Sharing emotions and feelings

bonds teams and unites people in times of celebration and crisis.

Emotional Disconnect

both parties must put emotions aside in order to achieve effective communication, despite differences in opinion or personality.

Pertinent research associated with Communication

-50% to 90% of a manager's time is spent communicating, and communication ability is related to a manager's performance. -Poor communication can also lead to lawsuits. - Poor communication costs money and waste time. -One study found that 14% of each worksheets is wasted on poor communication.

Team differ from Group

-A team is a cohesive coalition of people working together to achieve mutual goals. -A smaller number of people who are committed to a common purpose, performance goals, and approach for which they are mutually accountable.

Email as a form of communication

-Email is the second most popular medium of communication worldwide, second to verbal communication. -Emails have a lack of richness when attempting to communicate emotional information. -Email is a medium-rich channel. -Email reader's dont always pick up on sarcasm and other tonal aspects of writing as much as the writer believes they will.

Common Mistakes in Negotiation (6)

-Failing to negotiate/excepting the first offer -Letting your ego get in the way -Having unrealistic expectations -Getting overly emotional -Letting past negative outcomes affect the present ones

Communication

Communication is the process by which information is exchanged between individuals through a common system of symbols, signs, or behavior.

Interpersonal

Conflict between two people.

Intergroup

Conflict that takes place between different groups, between union and management or between companies, such as companies that supply the same consumer.

Intrapersonal

Conflict within a person. It arises when a person is uncertain about waht is expected or wanted, or a sense of being inadequate to the task.

Crucial Conversation

Discussions in which the stakes are high, opinions vary, and emotions run strong. Require more planning, reflection, and skill than normal day-to-day interactions at work.

Barriers to Effective Communication

Filtering Selective Perception Emotional Disconnect Lack of Familiarity Semantics

Stages of Group Development

Forming Storming Norming Performing

Active Listening

Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as needed, and not interrupting at inappropriate times.

3 types of Task Interdependence

Pooled Reciprocal Outcome

3 Major Classes of Tasks that Differentiate Teams

Production Tasks Generation Tasks Problem-Solving Tasks

Competition

Quick decisive action is vital. Important issues where unpopular actions need implementing. Against people who take advantage of noncompetitive behavior.

Identify the Process Model of Communication

Sender Encode Medium Receiver Decode Noise

Avoidance

Should be used to let people cool down, when an issue is more pressing or when you perceive there is no chance of satisfying your concerns.

Characteristics of Cohesive Group

Similarity Stability Size Support Satisfaction

Pooled

Team members work independently and combine their efforts to create output.

Self-Managed Teams

Teams that manage themselves and do not report directly to a supervisor, instead they select their own leader. High, Medium or Low Autonomy.

Operational Decisions

decisions employees make each day to make the organization function

Strategic Decisions

decisions that are made to set the course of an organization

Programmed Decision

decisions that occur frequently enough that we develop an automated response to them

Coordination

helps people work towards the same goals.

Flexibility

how different the ideas are from each other. If individual area able to generate several unique solutions to a problem, they are high on flexibility

Originality

how unique a person's ideas are

Bounded Rationality model

individuals knowingly limit their options to a manageable set and choose the first acceptable alternative without conducting an exhaustive search for alternatives *Satisfying

Overconfidence bias:

occurs when individuals overestimate their ability to predict future events

Sender

originates the message with a thought. (boss, coworker, or customer)

Opposite of Hindsight Bias

overconfidence bias

Receiver

person who receives the message

Selective Perception

personal filtering of what we see and hear to suit our own needs

Verbal Communication

take place over the phone or in the person. The medium of the message is oral. Takes place in real time. better way to convey feelings. Most often used, but inherently flawed medium for conveying specific facts

Written Communication

classified as printed messages. (memos, proposals, emails, letters, training manuals, etc.) may be printed on paper or appear on a screen.Can be constructed over a long period of time. More effective in conveying facts.

Lack of Familiarity

leads to misinterpreting humor or sarcasm (especially in emails)

Decision Making

making choices among alternative courses of action, including inaction

Decode

receiver assigns meaning to the words

Medium

spoken words, written words, or signs

Production tasks

tasks that include actually making something, such as a building, product, or marketing plan.

Men

tend to "jump right in" to projects. Often speak in sports metaphors. Tend to focus on competition, data, and orders in their communication

Women

tend to ask questions before starting a project. Often use their home as a starting place for analogies. Tend to focus more on cooperation, intuition, and requests.

Filtering

the distortion or witholding of information to manage a person's reactions.

Creativity

the generation of new, imaginative ideas that are original, fluent and flexible

Forming

the group comes together for the first time

Semantics

the meaning of a word or phrase

Fluency

the number of ideas a person is able to generate

Hindsight bias

the opposite of overconfidence bias, as it occurs when looking backward in time and mistakes seem obvious after they have already occurred

Anchoring

the tendency for individuals to rely too heavily on a single piece of information

Framing bias

the tendency of decision makers to be influenced by the way that a situation or problem is presented

Encode

translating the idea into words

Non-Programmed Decision

unique, non-routine and important, these decisions require conscious thinking, information gathering, and careful consideration of alternatives

the most consistent recommendation for Crucial Conversations

using "and" instead of "but" when communicating under these circumstances.

Transmission of Information

vital part of coordination.

Storming

when focus less on keeping their guard up as they shed social facades, becoming more authentic and more argumentative

Performing

when participants are not only getting the work done, but they also pay greater attention to how they are doing it

Norming

when participants find it easy to establish their own ground rules (or norms) and define their operating procedures and goals

Informal Group

work groups are formed by friends.

Formal Group

work groups are formed by the organization

Information Richness in conjunction to the Information Channel

The channel, or medium, used to comm. a message affects how accurately the message will be received. Information-rich channels convey more NONVERBAL information. Research shows that effective managers use more information-rich channels. The key to effective comm. is to match comm. channels with the goal of the message being conveyed.

Cohesive group

The degree of camaraderie within a group. Cohesive groups are groups where individuals feel attached to one another.

Task Interdependence

The degree that team members are dependent on information from one another to be effective.

Distributive Approach (negotiations)

The traditional "fixed-pie" approach to which negotiators see the situation as a pie they need to divide between them.

Collaboration

To find an integrative solution when both sets of concerns are too important to compromise. When your objective is to learn. To merge insights from people with different perspectives. To gain commitment by incorporating concerns into a consensus.

Compromise

When components of equal importance are committed to mutually exclusive goals. To achieve temporary settlements to complex issues. To arrive at expedient solutions under time pressure. As a back up when collaboration or competition are inaccessible.

Outcome

When the reward that an individual receives depends on the performance of others.

Tactical Decisions

decisions about how things will get done