MGT310 final exam
Antecedent conditions
Agreeing with a Team leader to maintain a good social relation Ex: i'll go with what you say
Creativity
Describes the inventiveness of creative process
Social inhibitors
Evaluation apprehension or distraction by the team
Trust in Communication
Evolves from shared values attitudes and emotions It is based on social relationships It requires being trusting and trust worthy It impacts on interpersonal communication, cooperation and teamwork
Three determinants of entrepreneurial team performance
External environment Entrepreneurial team composition Entrepreneurial team processes
False dichotomies
Feeling to opposing viewpoints as extreme opposites but not recognizing other options when there is possibilities Ex: is it super hot or freezing? Acting like there's no in between
How do we overcome problems in cooperation?
Find a common goal Rebuild trust and communication Encourage altruistic norms (take place in social interactions)
Reciprocal influence
What are you say may change depending on who you talk to
vicarious reinforcement/punishment
observing someone else receive a reward or punishment Ex you saw your mom get burned so you know not to touch the stove. You saw someone get in trouble so you know not to do that
Creativity requires
Creativity is an ongoing theme process it requires Time Supportive environment Constructive controversy Psychological safety
Why are we competitive?
Culture Personality Organizational rewards
Full participation
Deciding by consensus There is a discussion of issues until all members agree. This technique takes a long time and is in efficient
Groupthink
Decision making clause caused by the groups desire to maintain good relations rather than to make a best decision Ex: I won't disagree because you want to keep a cohesive team
Consequences of groupthink
Defective decision making Limiting paths Not seeing future consequences Not asking for a expert opinion
Accommodation approach
" I give in because I don't want to assert myself"
compromise approach
" give a little get a little" Example from the office Avoid false dichotomies
Avoidance approach
" leave me alone"
Collaboration approach
"We win" this requires the party to be both assertive and cooperative
Virtual team conflicts
-More likely to occur because of miscommunications -Harder to resolve To manage: -stop using electronic messages to advocate opinions or express emotions - leader intervention -face to face meeting
Factors that alter the effectiveness of reinforcement and punishment
-Satiation/Deprivation -Immediacy (is the result immediate) -contingency (is the result consistent) -size
Types of team performance measurements
-specific and quantifiable goals set ahead of time -team participation
How to alleviate/Restore balance when there is equity distress
1. Alter the ratio: change your input or outcomes 2. Cognitive distortion: change your perception of self or others 3. Change your comparison
Creation of start ups
A companies first stages of operation
Moral disengagement
A set of cognitive mechanisms that disengage an individuals moral self regulatory processes. After this engagement occurs in individual may subsequently make an ethical decisions without having guilty feelings
Mental model
A team sharing a foundation of knowledge because you were trained together
team maintenance
A way to manage conflict in teams by developing approaches to identify conflicts early on. It supports constructive controversy. Provides a psychologically safe environment for disagreements and conflict. Develops cooperation interest building, team contracts and norms
Empathy
Ability to perceive and experience the emotion of others
Relationship management
Ability to show respect and concern for a relationship you are in
What are the benefits of cooperation?
All of members are motivated Supportive communication Improves coordination satisfaction and performance Less tension and fewer conflicts Greater cohesion
Absolute statement words
Always and everytime
Diffusion of responsibility (minimization of role)
An ethical action taking place in your presence Ex: someone gets in a car accident and it takes you longer to call 911 because you thinks someone else will do it
Affective tone
An expression of an individual attitude with regard to a particular situation or encounter
Patenting
An official document that confirms a right or privilege; it excludes others from making, using, selling or copping your product/process/invention
Anchoring effect
Attach yourself to the first piece of information you hear For example: Jane wants to spend $10,000 on the office party, you didn't think you would spend that much but now that Jane said that you change your budget because of what she said
Advantageous comparison
Comparing yourself to someone else that makes you feel better about yourself or makes you look better than them
Bad Apples vs. Bad Barrels
Bad Apples •Individuals that stick around in a bad barrel so you become a bad apple or a bad apple is put into a good barrel so everyone turns into a bad apple Bad Barrels •An unethical organizational climate. A organization where an ethical decision making is accepted
Psychological safety
Being able to express your true self without fear of negative judgment. It's measured by looking at the lowest score on the team
Factors that inhibit creativity
Being stuck in your own paradigm Extrinsic rewards Evaluation apprehension
Team halo effect
Biased to viewing your own team as doing no wrong
4 elements of Emotional intelligence
Can be enhanced in most people 1. self-awareness 2. Empathy 3. Emotional regulation 4. relationship management
Task conflict (what we were doing)
Can lead to relationship conflict unless there is trust. Trust meaning you two are vulnerable with each other
Self censorship
Choosing not to speak up because your opinion is different
How to overcome these problems we may face in teams
Collecting data Shaping your environment Broadening your decision making
Contingency approach
Combines trait, behavior, and situational approaches to leadership. This is the most difficult leadership approach
When is competition appropriate
Competition between organizations improves productivity and competition within organizations may be positive if jobs are independent
Inter-group competition
Competition between two or more teams. This can cause in group bias and problems in the long run. Winning teams may ignore problems and stifle creativity whereas losing teams will blame and scapegoat
Sources of unhealthy conflict
Competition over power, rewards and resources (Hidden agendas) conflict between individual and team goals Poorly ran team meetings Holding personal grudges from the past Faulty communication
Types of competitive personalities
Competitors, individual list and cooperators
Survivorship bias
Concentrating on the people or things that "survived" some process and inadvertently overlooking those that didn't because of their lack of visibility. Ex: WW1 planes coming back from battle with bullet holes so they need to reinforce the planes that aren't coming back
Entrepreneurial team processes
Conflict Power and politics Communication
What are the problems with cooperation?
Conformity, unhealthy agreement
Entrepreneurial team
Consist of two or more people who have an interest in and commitment to a ventures future and success
Escalation of commitment
Continuing on a path that you already knew had better results Ex: investing time into a bad relationship. Even when it's bad you still stay because all of the time you already spent on the relationship
Group decision making problems
Disagreement Impact of emotions Satisficing Negative pressures Group polarization
Reduction of identification with targets of harmful acts
Distancing yourself from victim
Being stuck in your own paradigm
Doing the same thing and having the same routine and not changing your process. It calls for no creativity
Process gain
Effectively utilizing skills your team has When interactions between team members lead to new ideas that no single member would have produced. This leads to higher quality decisions and motivational effects.
Sources of healthy conflict
Focus on task issues Legitimate differences of opinions about the task Differences in values and perspective Different expectations about the impact of decisions
Problems with group creativity
Groups produce fewer ideas then they would as individuals which may cause groupthink Social inhibitors Cognitive interference
External Environment
Growth market versus stagnant market Stable versus turbulent Type of industry
Virtual or electronic brainstorming is more effective because it can eliminate problems
H
Cognitive interference
Happens when there is a disruption in thoughts when an individual is waiting to speak Ex: when the teacher got hit by a car the homeless man knew the license plate number but forgot The number because of everything going on
Permissive feedback
High in affective tone and low in feedback intensity. There is a potential increase in targeted behavior
Formative
High ineffective tone and high in feedback intensity -potential decrease in targeted behavior
Entrepreneurial team composition
Homogeneous versus heterogeneous Surface level characteristics Deep level characteristics
Process conflict
How we do things, happens at a high-level
Confrontation approach
I win, you lose
Gamblers fallacy (recent successes)
I'm winning so I'm bound to lose soon
Inflation bias
Idea that you feel uncomfortable giving negative feedback so you just don't do it. This boost the feedback to be positive and makes you feel less bad (most common in Students)
The babble effect (leadership emergence)
If you were the person that talks the most people will perceive you as the leader because your extroverted. you EMERGE as the leader
decision symptoms of groupthink
Illusion of invulnerability Direct pressure on dissenters Self censorship Illusion of unanimity Mind guards
Problems we may face in teams
Implicit prejudices In group favoritism Over claiming credit Conflicts of interest
Self managing teams
Is a leaderless team that shifts responsibility to team members. This empowers employees
behavioral approach
Is a more prescriptive approach saying that leader ship is a set of appropriate behaviors. This includes decision making style, being task or social focused and believing that leaders can be trained
Mixed motives
Is one problem with competition. Individual and team goals may conflict which causes a distrust and leads to reduced communication and goal confusion
Trait or personality approach
Is when leaders possess certain traits that make them a good leader. Usually this leader possesses the big five personality characteristics
Illusion of invulnerability
Just because you work together doesn't mean you are invulnerable
Approaches to group decision making
Leader Oriented, Group Technique, Full participation
How to prevent groupthink
Leaders should reserve expressing their opinion at the end Establish norms to encourage critical thinking Evaluate final decisions
Punitive feedback
Low affective tone and low intensity feedback -potential decrease in targeted (bad) negative body language and negative words
Obligatory feedback
Low in affective tone and low intensity feedback -likely little or no change in behavior
Provisional language words
Maybe, sometimes, often
Six traits from the multiple linkages model
Member effort Member ability Teamwork experience Task organization Resources External support
Factors that increase creativity
Moderate familiarity
Conflict problems
Negative emotions and stress Interference with communication Diverting attention from task Damages cohesion Winners and losers Relationship conflict Is determined by emotional intensity
Brainstorming
Not superior to individuals working alone but it's still popular The main problem is waiting for your turn to speak which can cause groupthink cognitive interference in agreeableness with others so you don't have to come up with your own ideas
Confirmation bias
Notion that you were seeking information that you already think is true just to confirm your thoughts
Gainsharing
Occurs when a certain department is organized so only they get bonuses
Formal tech transfer
Occurs when a university academic officer tells their invention to the university to help the market or advertise it Ex: Florida gators getting royalties from creating Gatorade
Licensing
Occurs when you obtain permission from a company to use or sell their products. This is very similar to franchising Ex: owning a Chick-fil-A and using their products and processes to keep the store running. You have to give a certain percentage to licensee
Bypassing (verbal communication)
Occurs when your intended meaning isn't understood by others
Consultative
One person has the authority to make decisions but he or she may ask for advice and comments from team members before deciding
Big five personality characteristics
Openness to experience Conscientiousness Extroversion Agreeableness Neuroticism
Shared leadership focuses on
Participative decision making Developing social relations Empowerment
Extrinsic rewards
People are more creative when evaluating on creativity. Extrinsic rewards hurt the ability to be more creative
practical tips for feedback
Permissive Formative Obligatory Punitive
How to combat confirmation bias
Playing devils advocate Setting up a anonymity (everyone says their ideas anonymously)
Operant Conditioning (Skinner)
Positive and negative reinforcement -a method of learning that occurs through rewards and punishments for behavior - based on consequences of actions Ex: if the rat hits the lever then he gets food (pos) Idea that there is a reverse stimuli into train the right the lights go off and there's no more loud noise (neg)
Direct pressure on dissenters
Pressure is the team not to speak their mind. External forces causes them not to speak up
How to overcome decision making problems
Process mapping (creating a shared mental model and facilitates communication) Taking a structured approach (better decision, increased satisfaction, increase commitment, promotes equal participation)
mind guards
Protecting the leader from hearing negativity about decisions or something that happened. For example not telling your boss about losing money or saying " let's not bring that up"
Social cognitive theory
Put forward the interplay between behavioral, cognitive and environmental factors or what determines human motivation and behavior
how to combat false dichotomies
Question absolute statements (like using the words always, every time) Using professional language (like using the words maybe sometimes often)
Obscuring or distorting consequences
Reduce the amount of consequences/ minimize the severity of a single consequence
Conflict in work teams
Relationship conflict Process conflict Task conflict
Conformity
Resistance to change and being influenced by others
The ability to become self managing team but depends on
Routine task Clear goals Experience in task performance Teamwork experience
What gives you the feeling of being guilty
Self-regulation. Guilty feelings make you change your behavior in the future
Integrative agreements
Separates people from the problem and focuses on shared interests of all parties. This develops many options to solve the problem
Satisfyicing
Settling on a choice when there are other options that exist. For example: Jane really wants to have a child so she settles for kyle to be the dad since they are running out of time
Dunning Kruger effect
Somebody unskilled in a certain area overestimate their knowledge. Someone really knowledgeable underestimates their knowledge because there's always more to know
Competitors
Someone on a team that does everything they can to win, Will step on teammates to outshine them
Individualist
Someone that fulfills both individual goals and team goals
Cooperators
Someone very team oriented they will put team members before themselves
Displacement of responsibility (minimization of role)
Taking responsibility and putting blame on someone else
Unhealthy agreement
Team members may feel angry about the decisions the team is making this may also cause failure to speak up or putting blame on others
Self-awareness
The ability to perceive, recognize, discuss and understand your own emotions. It doesn't change based on the day
Emotional regulation
The ability to regulate or control your own emotions. Disability can be manipulated if you don't sleep or eat
Leader oriented (group decision making)
The leader decides It is consultative
Feedback intensity
The level of criticality with regard to the behavior of the recipient
Shared leadership
The notion that leader ship functions can be shared or performed by various members of the team. Is shared leadership may have a positive affect on both task and social aspects of the team
Technology transfer
The process through which a new invention or innovation is turned into a product and commercialized. This doesn't have to be a product but it can be a new process too
Leadership
The process whereby an individual or individuals influence the progress of team members toward achieving mutual goals
Profit sharing
The whole Organization made the profit so everyone a part of the organization gets a piece or share of a bonus
Multiple linkages model
There are six different factors you need to have as a leader. If you have a zero in one of these traits then you are not an effective leader
People get creative when
They have an interaction of personal and situational factors. They are creative when they have domain relevant skills, creativity relevant skills and task motivation
Reciprocity bias
They say good things to you so you reciprocate and say good things to them instead of saying the bad things you wanted to say
Moderate familiarity
This applies to task and people. People may think that they aren't cohesive but are so close enough to push ideas or have constructive conflict. You are less likely to get stuck in your own paradigm because you're aiming for a middle ground
Group technique
This is a democratic approach to group decision making. The whole team votes on a decision using mathematical techniques(budgeting) or structured decision techniques. This technique is efficient and quick
Types of team performance evaluations
Traditional individual evaluation Team peer evaluations (just your team) Evaluation of the team (each team is given a task in evaluated together)
Approaches to Leadership
Trait or personality approach Behavioral approach Situational approach Contingency approach
Euphemistic labeling (cognitive misconstrual)
Using sanitizing language Ex: death = passing away Stealing = borrowing
Group polarization (risky shift phenomenon)
When a group decision leads to a decision that is more extreme than normal. People make more risky decisions when there are others to be influenced by. They would not make these decisions as individuals
Evaluation apprehension
When a individual is scared to get judged on what you were working on or think your peers believe your ideas are silly
Process loss
When coordination and social issues take time away from completing a task. This leads to communication problems and failure to pool knowledge Ex: having a chatty team, being off task or not making effective decisions
Situational approach
When leaders adjust their approach based on what's happening. They adjust their leader ship style relative to readiness of the team Characteristics of the job Team structure and organization
Informal tech transfer
When you avoid using a university and say you didn't use university resources so you don't have to pay them royalties. This is technically illegal
Moral justification (cognitive misconstrual)
You don't feel guilty because you justify your behavior
Salience bias
You pay attention to information that is most salient to you (information that stands out to you) Ex: people are scared of sharks despite how dangerous the ocean is. Most people are killed by drowning versus being eaten by a shark
Illusion of unanimity
You've come to a consensus but everyone is thinking something else and not speaking up
Hot hand fallacy (Realm of gains)
a person who has experienced success with a random event has a greater chance of further success in additional attempts Ex: I'm winning so I think that I will keep winning
Equity theory
a theory that states that people will be motivated when they perceive that they are being treated fairly. When you compare your inputs to outputs to someone else's
Equity distress
an internal tension that can only be alleviated by restoring balance to the ratios
Attribution of blame
blaming the victims or the situation " well it's not my fault it's ? Fault"
360° feedback
includes feedback from supervisors subordinates, peers, and even customers in the appraisal process. It takes time but gives more opinion and credibility
Domain relevant skills
including talents and competencies that are valuable for working in the domain Ex: being able to get creative using excel and knowing how to use it
Operational learning
learning by observing others For example the kids sing adults hit the door so they did the same
Dehumanization
the process of depriving a person or group of positive human qualities. (The holocaust)
Social loafing
the tendency for people to put less effort into a simple task when working with others on that task
Redundancy
unnecessary repetition, you repeat what you already said
Transactional model of communication
view of communication as the simultaneous sending and receiving of messages. Sender encodes the message, transmits message, words come out of my mouth, then the receiver receives the message and decodes the message while giving feedback like body language tone and eye contact
Under rewarded inequity
you are rewarded less than should have for the amount of inputs. For example when you put in the same work and get paid less or when you do way more work and get paid the same (bigger input same output)
Over rewarded inequity
your outcomes/your inputs > other's outcomes/other's inputs For example my pay is more even though our input is the same
Effective feedback is
•Important •Specific and Descriptive •Timely •Honest, based on trust and sincerity Balanced between positive and negative •Focused on controllable behavior or outcomes •Delivered by a "competent" source
