Chapter 8: Establishing a Constructive Climate

Norms emerge on their own.

False

In 1885, ______ developed a friable pill that could be crushed under the thumb of a patient for expedient dosage. a. Upjohn b. Pfizer c. Murphy d. Spruce, Inc.

a. Upjohn

How can a leader influence norms?

1. Understand how they develop 2. Shape a norm through explicit discussion of it 3. Positively reinforce those who follow norms and sanction those who don't 4. Role model behaviors you want to become norm

Clarifying Norms

Clarifying Norms: • Expectations of how to behave • Outcome of interaction • Assumed to be understood...usually learn a norm after violating it. Why it matters: • Strong impact of group functions and success of the group

Challenging inadequate performance in a group is necessary and easy.

False

Cohesiveness has been associated with many negative outcomes in group dynamics.

False

Hindering group norms enables a leader to maximize performance within a team.

False

What are the types of norms

Pivotal: • must be followed to stay in the organization; likely written down Relevant: • will limit your success at the company if not followed; less likely written down Peripheral: • minor consequences for violating; rarely written down

Providing Structure

Providing Structure: • Like a blueprint • Why it matters: Provides a sense of security, direction, and stability How to build: Leaders should... • Communicate mission (explain goals/agenda) • Explain roles and how they contribute to group (helps achieve synergy

What are the 8 signs? How can a leader avoid groupthink?

Signs of Overconfidence: 1. Illusion of invulnerability: • Overly optimistic and take huge risks 2. Belief in inherent morality of group: • Ignore ethical consequences because believe group is inherently ethical Signs of Closed‐Mindedness: 1. Collective rationalization: • Downplay (rationalize) information that challenges decisions... maladaptive sensemaking 2. Stereotypes of outside groups: • View non‐members as evil/stupid, underestimates others' capabilities; ignores concerns raised by outsider Signs of Group Pressure: 1. Pressure on dissenters: • Coerce/pressure dissenting members to go along with main opinion 2. Self‐censorship: • Doubting individuals don't speak up about concerns or counter arguments 3. Illusion of unanimity: • Think the lack of voiced/conflicting opinions means everyone agrees with the decisions 4. Self‐appointed mindguards: • Protect the leader from dissenting opinions that counter group consensus

Promoting Standards of Excellence

Six factors: 1. What skills and knowledge do we need? 2. How much initiative and effort should we show? 3. How should we treat one another? 4. How significant are deadlines? 5. What goals do we need to achieve? 6. What the rewards/consequences for meeting/not meeting these goals?

"Keep the quality up" is an example of a slogan that exhibits standards of excellence.

True

A leader should provide structure when establishing a constructive climate.

True

In professional settings, bias has a disproportionate effect on women and people of color.

True

Low-performing group members hinder a group's productivity when their behaviors are not addressed.

True

Psychologists argue that norms play the biggest role in whether a group will be effective.

True

Requiring results is the critical first step to promoting standards of excellence within a group.

True

Schein (2010) defines an organization's culture as the beliefs, values, and traditions ever-present therein.

True

When a leader creates structure, she has explicitly identified goals for the team.

True

When giving constructive feedback and addressing behaviors it is best to focus on personal traits, be vague and allow the team member to draw conclusions on their performance to ensure accountability.

True

______ is direct communication that enables a leader to resolve performance issues. a. Constructive feedback b. A strength c. Constructive climate d. A weakness

a. Constructive feedback

______ is when a group is unified to the extent that members prefer unanimity over conflicting ideas or different perspectives. a. Groupthink b. Welcoming climate c. Production d. Norming

a. Groupthink

Which statement regarding norms in business is true? a. Norms exist even when not verbally expressed. b. Norms are generally easy to change. c. Norms ensure productive behavior. d. Norms emerge on their own.

a. Norms exist even when not verbally expressed.

Jessica has been working at her company for one year. At her annual performance review, Jessica admit that she is unclear about how her efforts contribute to the company's goals. This indicates that what element of a constructive climate is missing from this company? a. providing structure b. building cohesiveness c. clarifying norms d. promoting standards of excellence

a. providing structure

With regard to promoting standards of excellence, LaFasto and Larson (2001) identified three Rs that help improve performance: require results, review results, and ______. a. regulate processes b. reward results c. redefine targets frequently d. reestablish connections

b. reward results

______ is the cement that holds the group together where a sense of community is palpable. a. Synergy b. Rule c. Cohesiveness d. Norm

c. Cohesiveness

Why is a mission important when working toward a goal? a. It gives the group meaning. b. It outlines past approaches to the problem. c. It provides a clear picture of the group's responsibilities. d. It allows each member to contribute to the group's goal.

c. It provides a clear picture of the

Which of the following is a focus of constructive climates? a. driving innovation and growth b. engaging in shared decision making with employees c. helping employee's achieve their personal bests d. providing hands-off management

c. helping employee's achieve their personal bests

______ is/are associated with participation, consistency, and satisfaction. a. Data b. Norms c. Strengths d. Cohesiveness

d. Cohesiveness

Which statement about rewards in the workplace is true? a. To ensure group cohesion, rewards should be given to groups rather than to individuals. b. To be effective, rewards must have monetary value. c. Rewards should be given sparingly to increase their effectiveness. d. Rewards can help employees to feel valued.

d. Rewards can help employees to feel valued.

Which action, taken by a leader, would promote a constructive climate? a. promoting individuality over processes b; limiting feedback to employees c. decentralizing power d. building cohesiveness

d. building cohesiveness

A/an ______ is an environment that creates satisfaction among group members and allows them to achieve their personal best. a. building area b. atmosphere c. transcontinental railroad d. constructive climate

d. constructive climate

A ______ is a rule that establishes group behavior. a. synergy b. dynamic c. rule d. norm

d. norm

Over time, the members of an organization have developed ______ as a result of coping with the organization's challenges and coordinating resolutions that work for them. a. misfires b. trademarks c. tasks d. patterns

d. patterns

Which action, taken by a leader, is most likely to build team cohesiveness? a. reward group members for achieving results b. consistently review the results of each team member c. have group members share in leadership responsibility d. incorporate the value of unanimity

have group members share in leadership responsibility

How can leaders build cohesiveness

• Create a climate of trust • Invite to become active participants • Be willing to listen and accept members for who they are • Help achieve individual goals • Promote free expression • Share leadership responsibilities • Foster member‐to‐member interaction

What are four factors a leader should consider when establishing a constructive climate? For each factor, understand the following: a. What is the factor? b. Why is that factor important in a climate? c. How can a leader build or communicate that factor?

• Providing Structure • Clarifying Norms • Building Cohesiveness • Promoting Standards of Excellence

Building Cohesiveness

• Sense of "we‐ness." Identify with group and its goals. Why it matters: • Tons of positive outcomes • Increased participation • Better interaction • Consistent membership • Positive feelings • Strong influence • High satisfaction • Productivity

What is groupthink?

• When a group comes to a consensus without critical reasoning or consideration of the consequences or possible alternatives • Poor decision making because don't want to upset group harmony or cohesion • Often occurs under time pressure

What does a constructive climate look like in a team or organization? How is it related to culture?

• atmosphere that promotes members' satisfaction and achieving their personal best • Climate is a by‐product of culture • Culture is deeper in the organization