MO 221 Final

Authoritative

"Come with me" -best when : times of change, new vision is needed -climate impact: very positive -characteristics: communicates a vision, sells the vision, solicits perspectives on the vision, makes sure others align themselves with the vision, uses positive/negative methods to motivate

Commanding

"Do it because I say so" -best when: in an emergency/crisis, with problem employees -negative climate impact -characteristics: gives directives, doesnt ask for input, constantly monitors, emphasizes consequences of errors, gives (negative) corrective feedback

Pacesetting

"Do it my way" -best when: quick results needed from competent, motivated team -climate impact: negative -characteristics: exemplifies high performance standards, show others how to do things, obsessive about doing things fast/better, little sympathy for underperformers

Why does feedback matter?

"Humans are a profoundly social species with an innate need to understand our social environment, know what other people think of us, and compare our abilities with those of others"

Coaching

"Let me help you improve" -best when: employees need improvement or development -climate impact: positive -characteristics: helps others identify strengths/weaknesses, provides support, challenge, and feedback, focuses on long term development, helps employees develop strategies for improvement

Democratic

"Lets decide together" -best when: need buy in, or input from employees is valuable -climate impact: positive -characteristics: values consensus, invites others to make decisions about work, rewards adequate performance, avoids negative feedback/punishment, motivates individuals by empowering them to make decisions about their own work, designed to create team work and commitment

Affiliative

"People first, task second" -best when: team rifts occur, stressful times, teams need motivation -climate impact: positive -characteristics: places more emphasis on individuals, shares emotional challenges (appropriately), rewards personal characteristics/behaviors, cares for others

Leadership and Positional Power

"legitimate power in formal orgs is largely a relationship between offices rather than between persons" -French and Daven -all positions, even those that seem modest or inconsequential- make legitimate certain kinds of power and provide a platform for further gains in power

Attraction - Selection - Attrition

- in org, culture strength increases through 1) Attraction: applicants self select based on compatible values 2) Selection: firms select applications with compatible values 3) Attrition: employees with incompatible values quit/removed

Avoiding

-"I dont want to talk about it" -best when: conflict is emotionally charged (relationship conflict), conflict resolution cost is higher than benefits -problems: doesnt resolve conflict, causes frustration

Collaborating/Problem Solving

-"Let's work this out together" -best when: interests not perfectly opposing, parties have trust and openness, issues are complex -problems: takes time, info increases others' power

Compromising

-"Lets just split the difference" -best when: parties have equal power, quick solution is required, parties lack trust or openness -problem: sub-optimal solution where mutual gains are possible

Competing/Forcing

-"My way or the highway" -best when: accompanied by deep conviction about the position, quick resolution required, the other party would take advantage of cooperation -problems: can result in relationship conflict and damage long term relationships

Accomodating/Yielding

-"Whatever you say" -best when: other party has much more power, issue is much less important to you than other party, the value or logic of your position is imperfect -problems: increases others' expectations, imperfect solution

Creating a Shared Vision

-"leaders inspire and motivate. To do that, you need to be able to paint a vision of the future and what you want to achieve. Ultimately, leadership is listening - the best way to inspire people is to incorporate their viewpoints and needs into that vision" -Marissa Mayer

The Performance Management "Revolution"

-1/3 US companies are replacing traditional annual performance reviews with continual and informal check ins -nearly 10% of Fortune 500 companies have done away with annual ratings -ex: Adobe check in at a glance, Accenture -the average manager spends more than 200 hours a year on performance reviews -CEB estimates that a company of about 10k employees spends roughly $35 million a year to conduct reviews -performance management needs to be real time and more frequent, it is an ongoing process not an event

Evaluating Decisions More Effectively: Using an After Action Review

-After action review: a structured process for reflecting on action within the context of a task in order to create important knowledge that can be used to improve performance -steps in the AAR: 1) Goal: What was the intent? 2) Results: What happened? 3) Lessons: Why were there differences between #1 and #2? 4) Next steps: what do we do now? *it is not about discussion at the expense of action - it is about action -dealing with individual agendas: Everest simulation, challenge of dealing with competing individuals' agendas

Conflict Handling Styles

-Competing/forcing (high assertiveness, low cooperativeness) -Avoiding (low assertiveness and cooperativeness) -Compromising (middle assertiveness and cooperativeness) -Collaborating/Problem Solving (high assertiveness and cooperativeness) -Accommodating/Yielding (low assertiveness, high cooperativeness) -everyone has preferences when it comes to handling conflict -your conflict handling style assessment results tell you your preferred style -understanding preferences helps you understand your behavioral tendencies and allows you to dial them up or combat them -successful conflict managers get outside of their comfort zones and choose correct conflict handling style depending on situation -to choose correct conflict handling style, weigh the relationship against your desired outcomes - which is more important in the situation?

Balance of Good Team Conflict

-Conflict avoidant teams: too much agreement (bias towards similarity, overconfident) -Conflict ridden teams: too much disagreement (relationship conflict, sabotage, undermining) -diversity and devils advocates bring it to the middle (just right)

Benefits of EQ

-Higher Emotional intelligence related to: 1) higher job performance 2) higher salary 3) leadership emerges 4) leadership effectiveness 5) more supportive and trusting relationships 6) reduced stress and burnout

"The Brilliant Success of Shakleton's Failure"

-Koehn mentions 2 of Shakleton's "key team super powers" 1) pivot and commit: the ability to adapt plans quickly in the face of adversity and commit to those plans 2) calculated empathy: caring for others in a way that moves the mission forward -shakleton exercised all 5 practices of exemplary leadership

Giving Feedback: Plus Delta Model

-Plus: what did the person do well? What actions should be repeated in the future? -Delta: what actions need to change and how should they change? A "negative" is not enough, you must be able to provide a solution or change

Elements of Organizational Culture

-Surface artifacts of organizational culture: physical structures, language, rituals and ceremonies, stories and legends -Deeper elements of organizational culture: Shared values (conscious beliefs, evaluate what is good or bad/right or wrong), shared assumptions (unconscious, taken for granted beliefs, implicit mental models, ideal prototypes of behavior) -problems with org culture models and measures: oversimplify diversity of possible values, ignore shared assumptions, assume company cultures are clear and unified)

Creating a "Dream Team"

-The Project Aristotle (launched in 2012): studied 180 Google teams/200 interviews, come up with a clear pattern of characteristics that could be plugged into a dream-team generating algorithm -characteristics considered for dream team algorithm: *personality: introverts vs extraverts, expertise, years of experience, best friends vs working groups *consistent patterns in team norms -Project Aristotle findings: 1) psych safety: feel safe to take risks and be vulnerable 2) Dependability: team members get things done on time and meet high bar for excellence 3) structure and clarity: team members have clear roles, plans and goals 4) meaning: work is personally important to team members 5) impact: team members think their work matters and creates change

Becoming an Effective Learner ("Thanks for the Feedback"

-Whats more important - knowing how to give feedback or how to receive it? -emphasis has been placed on teaching practices/techniques for giving effective feedback. However... -the receivers of feedback are in control of: what they do and dont let in, how they make sense of what theyre hearing, whether they choose to act on the feedback 1) Truth triggers: set off by substance, unhelpful, feel wronged 2) Relationship Triggers: tripped by person giving feedback, based on what we think about person giving it (are they credible?), focus on audacity of person delivering 3) Identity triggers: focus on us, sense of who we are = undone, unsure about ourselves, feel overwhelmed, future bleak

Leadership

-ability to influence, motivate, and enable others to contribute toward the effectiveness of the organizations of which they are members -leadership is about relationships -success in leading will be wholly dependent upon the capacity to build and sustain those human relationships that enable people to get extraordinary things done on a regular basis

Influencing Others

-any behavior that attempts to alter another persons attitudes or behavior -applies one or more power bases -essential activity in organizations -coordinate with others, part of leadership definition, everyone engages in influence

More Tips for Making Decisions Effectively

-be aware of cognitive, perceptual, and self-concept biases (and try to prevent/mitigate) -be aware of your mood and emotions -cultivate phycological safety to enable everyone to speak up -pause and revisit a decision later (before its too late) -include others in the process to broaden your decision -separate the decision making process from brainstorming -bonus tip: make decisions earlier in the day/week so you have more energy

Identifying Problems Effectively

-be aware of perceptual and diagnostic limitations -understand mental models -fight against the pressure to look decisive -maintain "divine discontent" to avoid complacency -discuss the situation with others to diversify your perspective

Artifacts: Physical Structures

-building structure: may shape and reflect culture ex: Oakley's "interplanetary headquarters" looks like a vault, representing the eyewear and clothing company's protective culture -office design conveys cultural meaning: furniture, office size, wall hangings, cubicles, open space, meeting space

Models of Decision Making

-concurring: everyone fully agrees to the decision -majority rules: take a vote, and the majority wins regardless of the strength of those opposed -consensus: everyone is comfortable going forward and agrees not to block or undermine the decision even if they dont fully agree

Decision Evaluation Problems

-confirmation bias (post decisional justification): inflate strengths of selected alternative, ignore or deflate strengths of rejected alternatives -escalation of commitment: repeating or further investing in apparently bad decision *causes: 1) self justification: individuals are motivated to maintain their course of action when they have a high need to justify their decision (personal identification with project/stake reputation on its success) 2) prospect theory effect: an effect in which losing a particular amount is more disliked than gaining the same amount 3) perceptual blinders: unconsciously screening out or explaining away negative information 4) closing costs: costs of ending the project are high or unknown (financial, public image, personal political costs)

Decision Making

-conscious process of making choices among one or more alternatives with the intention of moving towards some desired state of affairs -3 key steps in the process: 1) problem identification 2) Making the Decision 3) Evaluating the Decision

Evaluating Decisions More Effectively

-create checks and balances in key roles: separate decision choosers from evaluators, roles of "critical evaluator" and "devil's advocate" may help -establish a preset level to abandon the project -identify outside expertise to evaluate the decision (expertise, risk management/advisory board)

Takeaways: Importance of Culture

-culture impacts behavior: this is why companies put so much thought into crafting it -it is the environment: B=f(I and E) -it creates the climate that drives employee engagement and organizational outcomes -being better able to diagnose, interpret, manage, and change organizational culture is a critical management skill

Relational Power (Network/Alliances)

-derived from connections (networks, alliances) with others -networks are pipes through which info and resources can flow AND networks are prisms that signal things to others -acquaintances/people you dont know well are more important than good friends in connecting you to job possibilities

DANVA: Diagnostic Analysis of Nonverbal Accuracy

-developed by Dr. Stephen Nowicki Jr and Dr Marshall Duke, professors at Emory University -research based on the DANVA tells us that: -expressing and reading emotions are related -women tend to be more skilled than men at reading emotions -most skills improve with age -personality affects skill -skills affect relationship success -family environment affects skill

Methods of Team Decision Making: Fist of Five

-each teammate should hold up the number of fingers that correspond to their position -5 fingers: fully agree -4 fingers: 80% agree -3 fingers: neutral -2 fingers: there are a few things dont agree with -1 finger: against this decision -0 fingers: against decision and would try to undermine it or walk out *for concurring decisions, everyone must be at least a 4 *for consensus, everyone must be at least a 3

Task, Relationship Conflict

-from inside out: issue, challenge, opportunity -high performing companies like constructive conflict -focused on task or issue -constructive conflict adds value in the workplace but only when the conflict is based on TRUST ex: Amazon, leaders obligated to "respectfully challenge decisions when they disagree, even when doing so is uncomfortable or exhausting"

Model of Emotional Intelligence

-from lowest to highest: self awareness (understanding your own emotions, strengths and weaknesses, values, and motives) -> self management (controlling or redirecting our internal states, impulses, and resources) -> social awareness (understanding and sensitivity to the feelings, thoughts, and situation of others) -> Relationship management (managing other peoples emotions)

What It Means to Work Here

-how do companies retain great employees and promote consistent engagement and performance? 1) Container store: training/apprentice (extensive training) 2) Whole Foods: work in teams/team performance (profit sharing program) 3) Trilogy: 3 month boot camp, feedback (trial under fire) -elements of engagement: to foster deeply committed employees, need comprehensive understanding of types of ppl who will be productive in your organization over the long term, skills and attitudes towards work well defined, communication of signature experience that conveys for potential hires and reinforces for employees the attributes and values of organization, coherent employee experience- none of the company's environmental elements misrepresents what its like to work there -inspired -> productive -> profit

Organizational Culture Strength

-how widely and deeply employees hold the company's dominant values and assumptions -most employees understand and embrace the culture -institutionalized through artifacts -long lasting: may originate with founder or founders

Myths about Leadership

-leaders born, not made -leaders must be charasmatic -all we need is a great leader at the top -leaders cant have failures -dont need others to succeed

Realities of leadership

-leaders made: we can all learn -leaders needed at all levels in an effective org -leadership comes from hard work and actions an individuals values shape their leadership style and effectiveness -leadership is not just a title "big "L" leadership is the location on the org chart/title/positional power), little "l" is the potential within every person (personal power) "leadership is not about personality or popularity, and its not about age, its about behavior" -Kouzes and Posiner

Takeaways from Leadership and Orgs

-leadership is about bringing the best from yourself and others -great leaders develop emotional intelligence skills (starting with self awareness) -great leaders know their values and how to communicate them -different situations require different leaderships styles, competencies, and actions -with practice, you can employ the right styles and strategies to improve skills

How Leaders Behave: Goleman's Leadership Styles

-managers should recognize that there are different instances to use the different methods -the different styles of leadership in Goleman's article leverage emotional intelligence competencies in different ways -able leaders can switch between different leadership styles when the situation requires it -style doesnt have to be directly linked to personality, though some will feel more comfortable than others

Definition of Politics

-politics is the use of power to: acheive a goal, exert influence, or gain more power -politics is power in action

Takeaways About Power and Influence

-power is an important part of all relationships and organizations (to get things done) -the effects of power are (somewhat) predictable, but knowing them can help you counteract negative impulses -understand the power you have, use it responsibly and ethically -you should become more aware of how others are influencing your own work -"power without love is reckless and abusive, and love without power is sentimental and anemic" -MLK Jr

The Power Paradox

-power is given to us by others, rather than grabbed -power is maintained through a focus on others -what are ways you can do this? how is this view different from prior power studies? -must balance between: 1) gratification of own desires 2) focus on other people -we gain power in groups by being likeable, team-oriented, and emotionally intelligent -without care and oversight, however, power can turn us abusive, self oriented, and lacking in emotional intelligence -the seductions of power induce us to lose the very skills that enabled us to gain power -4th cookie exercise -when we undermine our own power, we can cause others to feel threatened and devalued -what does powerlessness feel like? *amplifies sensitivity to threat *hyperactivates stress response and cortisol *damages the brain ex of abuses of power: Lori Loughlin, Carlos Ghosn

Performance management

-process thru which companies ensure employees are working towards org goals and includes practices through which manager defines goals and work, develops employee skills and capabilities, evaluates goal-directed behavior, then rewards them in terms of company's needs and person's aspirations -make sure these elements are internally consistent, and that they all make sense in terms of what the company wants to achieve

Artifacts: Rituals and Ceremonies

-rituals: programmed routines ex: every employee receives a plant on the first day of spring -ceremonies: planned activities for an audience ex: CEO personally announces winning new account and celebrates with champagne and food

Emotional Intelligence is an important leadership competency

-set of abilities to perceive and express emotion, assimilate emotion in thought, understand the reason with emotion, and regulate emotion in oneself and others -Key Components of EQ: ability to read others, ability to respond to others emotions -"to gain a place on the corporate ladder, one needs reasonable brains and technical competence. But as one acquires more responsibility, what distinguishes leaders who succeed is increasingly their emotional intelligence. People who are only smart usually flame out" -Dan Goleman

Influence

-silent authority: power holders request or mere presence influences behavior, legitimate power (subtle) -assertiveness: vocal authority and reminding, checking, bullying, legitimate or coercive power -Information control: withholding, altering, restructuring information -coalition formation: pooling members resources and power to influence others -upward appeal: claiming higher authority support or showing evidence of that support

Artifacts: Stories and Legends

-social prescriptions of desired (undesired) behavior -provides a realistic human side to expectations -most effective stories and legends: describe real people, assumed to be true, known throughout the organization, are prescriptive ex: FedEx, Alibaba

MARS Model of Individual Behavior

-specific aspects of work environment and individuals that influence peoples behavior at work -values/personality/perceptions/emotions/attitudes/stress -> 1) Motivation: direction, intensity, persistence 2) Ability: aptitudes, learned capabilities, competencies 3) Role Perceptions: Specific tasks, importance, preferred behaviors 4) situational factors: budget, economy, people -> Individual Behavior and results

"How to Love Criticism"

-studies show that when people really criticize us, we drop/censor them, and prefer to cultivate "support networks" -a challenge network is a group of people that you trust to push you to get better. They tell you the stuff you dont want to hear, but need to hear (ex: Bridgewater) -Ray Dalio credits his success to creating a culture of "radical transparency" coupled with algorithmic decision making -radical transparency and continual performance management (for culture, teamwork, motivation, etc) -pain + reflection = progress -go in being humble, recognize criticism is meant to help you, do not reject it, say "thanks"

How to diffuse conflict on teams: some other ideas

-talk privately with the parties involved -give both parties a chance to have their voice heard -emphasize superordinate/common goals -align values and beliefs where possible -encourage perspective taking -if necessary, create temporary (or permanent) distance between conflicting parties -carefully structure tasks and roles -clarify rules and procedures -check in with each other -all of this requires actively addressing it -ex: Gina Abudi: helped team collaborate (not resolve conflict for them) to come to win win solution. Purpose was to help collaborate by facilitating meeting, not to resolve conflict 1) set guidelines for meeting: no blame, keep talk about conflict neutral, actively listen, enable talking without interruption 2) Get agreement on issue in conflict: ensure everyone sees and understand the issue in the same way 3) Discuss why the conflict is occurring (what is causing it to occur) 4) Have an open discussion/brainstorming around issue. What are some possible solutions to resolve conflict? 5) Narrow down the options based on interests and make changes as needed in order to develop potential solutions that work for the team. Choose best solution to resolve conflict thru consensus 6) Have team collaborate to develop an action plan to implement solution to conflict 7) Ensure consensus is reached, ask for commitment (set up follow up meetings to ensure progress is being made in resolving conflict)

Symptoms of Conflict Ridden Teams

-team becomes polarized, with team members intentionally not communicating or withholding info -teammates complain about other teammates to allies -teammates avoid interacting with some members -teammates feel uncomfortable, unhappy, and demotivated when working together -teammates argue/express hostility to each other

Power

-the capacity of a person, team, or organization to influence others -power is the ability of an actor A to change the behavior of another actor B

Takeaways about Feedback and Performance Evaluation

-the feedback process can be difficult for both givers and receivers, but it is crucial to understand how we are performing at work and on teams -good feedback is based on behaviors, no personalities, and is actionable -getting into the habit of regularly providing and asking for feedback on teams will help your team succeed

What is conflict?

-the process in which one party perceives that its interests are being opposed or negatively affected by another party -negative outcomes: lower performance, higher stress/dissatisfaction/turnover, less info sharing and coordination, increased org politics, wasted resources, weakened team cohesion if conflict among team members -positive outcomes: better decision making (tests logic of arguments and questions assumptions), more responsive to the changing environment, stronger team cohesion if conflict between the team and outside opponents

Takeaways: Team Decision Making

-to maximize good decision making, create environment of psychological safety that allows everyone to speak up and weigh in -a decision making process such as "Fist of 5" can help facilitate this -individual vs team interests, moods/emotions, and perceptions are important to consider when making decisions -incorporate multiple perspectives at all levels of decision making (problem identification, decision making, and decision evaluation) to address challenges at all points in the process *want to create a culture where people feel free to communicate their point of view bc it leads to better employee morale, satisfaction, learning, etc -some ways to do this: 1) encourage participation: tell people explicitly that you want to hear from them 2) playback technique: play back others statements to make sure they have been heard and understood, helps when comments do not catch attention of others or dismissed prematurely 3) keep feedback positive and constructive: people respond to positive feedback more than negative feedback in general. But especially when you want to get everyone to participate in the discussion, positivity is key 4) Dialectical Inquiry Method: involves the creation of two subgroups to generate alternatives, exchange proposals, and critique one anothers ideas, help to surface privately held info, subgroups become responsible for expressing a dissenting view (quieter members feel safety in numbers effect). Also, by asking people to perhaps argue a position that they did not initially endorse, leaders can move people out of their entrenched positions and help them gain a better appreciation for why others disagree with them 5) flatten the hierarchy: ensure everyone speaks equally or about the same amount, participation is egalitarian

Tokens and Homogeneous Cultures: Diversity in the C Suite

-tokens: a few in group/org, numerical minorities often treated as representatives of a category, treated as symbols rather than individuals

Takeaways: Conflict and Decision Making

-understanding more about sources of conflict can help you to navigate (and artfully defuse) difficult situations -knowing your style/preferences of handling conflict is helpful, as is knowing when your natural tendency isnt the "right" choice -making decisions about which conflict handling style to use should be based on the importance of the relationship and the problem itself (weight both) -go for win win -can improve conflict handling with skills and practice

Challenges in decision making: the roles of emotion

-we are influenced by moods and emotions: they effect our vigilence, risk-aversion, etc (in panic mode, we tend to jump to closest viable option) -we get paralyzed by choice: decision makers are less likely to make any decision at all as the number of options increases (even when they are good options) -we experience anticipatory regret: the distress felt about making a bad decision before the decision is made *emotional marker process forms preferences before we consciously think about choices *we "listen in" on our emotions and use that info to make our choices *we tend to take bigger risks when angry *happy people tend to overestimate positive outcomes (good moods = less accurate decision making), upbeat people tend to be less focused on researching alternatives *research shows that people feel more regret over a choice that goes bad than over making no choice at all. Hypothetical manager may delay important choices until it is too late to make a difference

"Building a Psychologically Safe Workplace"

-what are the dangers of worrying more about impression management than asking questions or pointing out errors? -psychological safety: members of highly successful teams all say that they feel comfortable sharing their honest ideas and taking risks -have little fear of judgement and criticism, readily discuss mistakes and work to correct them -better teams make MORE mistakes, not fewer. They are open to discussing them due to a climate of openness -this is not a tradeoff for excellence. You free people up to really engage and not be afraid of each other -if you have no uncertainty and no interdependence, you dont need psych safety, but if you do its a necessity "People have to feel safe to bring their brains to work" -Amy Edmonson -3 things to create psych safety 1) frame the work as a learning problem, not an execution problem (provide rationale for speaking up: "We cant know what will happen, we have to have everyones brain/voices) 2) Acknowledge your own fallibility (create safety for speaking up, "I may miss something, I need to hear from you" 3) Model curiosity: create a necessity for speaking up: ask a lot of questions

Saving Fukushima: Podcast

-what conditions and behaviors by the team at Fukushima contributed to their success? -an environment of trust and respect in management's decision making commitment to solving the problem -the ability to think creatively under pressure -the recognition of when new expertise is needed -how can you replicate these conditions on your team? -"Resilience Engineering": an attitude of adapting oneself to the requirements of the moment. 4 necessary abilities: 1) learn: ability to learn from the past 2) respond: ability to respond to what is happening in the present 3) observe: observation skills to respond accurately/adequately 4) Anticipate: foresight to know what will likely happen next

"Why Avoiding Office Politics Could Hurt You More Than You Know"

-what did you learn about organizational politics from this article? Did it change your understanding of what the term means? -the takeaway: developing skills to be positively politically savvy can significantly help your career -Four skills to develop: 1) social astuteness: become a good observer of relationships around you 2) interpersonal influence: determine who gets things done in your organization 3) networking ability: build stronger relationships with influential people 4) Sincerity: connect with warmth and build trust -"every workplace has an intricate system of power, and you can-and should-work it ethically to your best advantage" -Erin Burt

How to Lead Tough, Unavoidable Conversations (Adar Cohen)

-what holds you back from stepping in when your teammates have a conflict? -3 steps to navigating difficult conversations: 1) Move toward -not away from- the conflict 2) Act as if you don't know anything about the situation, even if you do 3) Keep quiet, especially in the beginning

Takeaways about Conflict Handling Styles

-when in conflict, pause, analyze the situation, then act -focus on issues and relationships -determine what needs to be prioritized -select the best approach for the situation -know the different conflict management styles and when to use them

Artifacts: Organizational Language

-words used to address people, describe norms, customers, etc -leaders use phrases and special vocabulary as cultural symbols ex: McKinsey's "obligation to dissent" -language also found in subcultures ex: Whirlpool's "Powerpoint Culture"

Integrative Thinkers

1) Identify Key Factors: actively seek out less obvious but potentially relevant factors 2) Analyze causality: question the validity of seemingly obvious relationships, and consider multi-directional/non linear relationships 3) Envision the Decision architecture: view the issue as a whole, considering how the parts fit together and how decisions will affect one another 4) Achieve resolution: refuse to accept conventional options, work to resolve tensions among opposing ideas by generating new outcomes

Conventional Thinkers

1) Identify Key Factors: focus only on obviously relevant factors, and filter out unnecessary info 2) Analyze Causality: consider one-way, linear relationships between factors (ie: more of A makes more of B) 3) Envision the Decision Architecture: break the issue into pieces and work on them separately and/or sequentially 4) Achieve Resolution: make either or choices, settle for best available options

Sources of Conflict

1) Incompatible goals: one party's goals perceived to interfere with others' goals 2) Differentiation: different values/beliefs, explains cross-cultural and generational conflict 3) Task Interdependence: conflict increases with interdependence, higher risk that parties interfere with each other 4) Scarce Resources: motivates competition for the resource 5) Ambiguous Rules: creates uncertainty/threatens goals, without rules, people rely on politics 6) Communication Problems: increases stereotyping, reduces motivation to communicate, escalates conflict when arrogant

Sources of Power

1) Individual Differences -> Personal power (expert, referent) 2) Connections -> relational power 3) context/environment -> positional power (legitimate, reward, coercive) -it is important to recognize that power is situational - it requires the understanding of both the context and the individual. Power tends to stem from 2 sources: the position the individual or group holds, and the personal characteristics of the individual or group

Challenges in Problem Identification

1) Influence from others "frames" the situation 2) Coping mechanisms block out negative information 3) Mental models limit opportunities for new perspectives 4) Faulty diagnostic skills (decisive leaders, solution-focused framing) -problems/opportunities are constructed from ambiguous information, not "given" to us -influence by cognitive and emotional biases

Positional Power Sources

1) Legitimate: agreement that people in specific positions can request behaviors from others, power stemming from a role or a position in an organization and relying on authority hierarchy to function. For instance, managers are invested with legitimate power to make demands on others simply by virtue of their title and reporting relationships. All positions-even those that seem modest or inconsequential-make legitimate certain kinds of power and provide a platform for further gains in power 2) Reward: control rewards valued by others, remove negative sanctions, power based on the ability to offer rewards - in the form of anything desirable to others - in exchange for particular actions -rewards arent limited to money, promotions, or material opportunities, however they also include social or emotional rewards like attention or public praise. Can also work negatively when withheld as punishment 3) Coercive: ability to apply punishment, power that lies on the threat of force to get somebody to do something they wouldnt otherwise do - to obtain their compliance. In organizations, coercive power is obviously much more likely to come either from the threat of economic or social punishment or from concerns about personal condemnation or disapproval than from actual violence. Extreme reliance on coercive power can be disastrous for leaders within organizations ex: Harvey Weinstein

What leaders do: 5 practices of exemplary leadership from "The Leadership Challenge"

1) Model the Way: setting the example, achieving small wins 2) Inspire a shared vision: envisioning the future, enlisting others 3) Challenge the process: searching and challenging opportunities, experimenting and taking risks 4) Enable others to Act: fostering collaboration, strengthening others 5) Encourage the Heart: recognizing the individual contributions, celebrating team accomplishments

Risk of Strong Cultures

1) culture content misaligned with environment: when misaligned, may lead to poor decisions and behaviors in relations with stakeholders 2) culture strength is at level of cult which locks people into mental models, suppresses subcultures and dissenting values 3) culture becomes rigid and maladaptive: lack of external focus, low interest in continuous improvement of internal work processes, lack of learning orientation

Personal Power Sources

1) expert: capacity to influence others by possessing knowledge or skills that they value, power that is the result of knowledge, skills, or experience valuable to others. When others perceive that we possess any of those things, they'll likely award power to us ex: Warren Buffet, Stephen Hawking 2) referent: capacity to influence others through identification with and respect for power holder, people are drawn to and influenced by those whom they like, personal characteristics and behaviors drive whether people identify with you/like you or not, power that comes from the ability of a person to offer personal approval or acceptance that is meaningful to the recipient. Its often associated in a positive way with role models, charismatic leaders, or politicians and celebrities. When others like or aspire to emulate a manager, for instance, she controls referent power ex: Nelson Mandela, Abe Lincoln -research suggests personal sources of power (expert or referent) are most effective as they are positively related to employee satisfaction with supervision, organizational commitment and performance. Other forms are actually unrelated/have negative influence on satisfaction and commitment

3 business reasons to drop appraisals

1) people development (rich feedback from supervisor) 2) the need for agility (rapid innovation) 3) centrality of teamwork -rethink rewards and goals, optimize performance management around "team performance" and "team leadership" rather than focusing solely on individual performance and designating individuals as leaders simply by virtue of title/role -reward people for project results, collaboration, and helping others

Main Steps in Feedback Process

1) set clear goals/expectations -use SMART goals (specific, measurable, achievable, relevant, timely) -what qualities/behaviors do you expect of a good teammate? How will you measure performance against goals? 2) evaluate performance -management's job is to measure employee performance against set goals -based on performance (potential and actual performance) -measure traits on scale 3) provide feedback/coaching -Plus Delta model -deliver positive feedback too: make sure it is clear, concrete, actionable, so receiver knows how to replicate success 4) implement rewards, consequences -celebrate and reward successes/high performance -discuss challenges and create plan for corrective action

Benefits of Strong Corporate Cultures for Management

Strong organizational culture -> social control, social glue, improves sense making

Values Congruence

similarity of person's values with orgs (benefits: accelerated org socialization, higher job satisfaction, more loyalty, positive org citizenship, lower stress and turnover)