Comm Leadership Unit 3
What are the costs and benefits of each type of power?
"Superleaders" help followers learn to lead themselves, guiding them from dependence to independence. "Self-leaders" are followers who act on their own through self-behavior modification, finding enjoyment in the task, and building self-confidence through positive thinking.
John French and Bertram Raven have isolated 5 primary sources of power
/Coercive power/ is based on the ability to administer punishment or to give negative reinforcements. Examples of coercion range from reducing status, salary, and benefits to requiring others to do something they don't like. /Reward power/ rests on the ability to deliver something of value to others. The reward can be tangible (money, health benefits, or grades, for example) or something intangible like warmth and supportiveness /Legitimate power/ resides in the position rather than in the person. Persons with legitimate power have the right to prescribe our behavior within specified parameters (for example, judges, police officers, teachers, and parents). /Expert power/ is based on the person, not the position, in contrast to legitimate power. Experts are influential because they supply needed information and skills. /Referent power/ is role model power. When people admire someone, they confer on the admired person the ability to influence their behavior. Referent power depends on feelings of affection, esteem, and respect for another individual.
In recent years, scholars have identified two additional sources of power to French and Raven's original list.
/Information power/ is based on access to, and distribution of, data. Those in roles that span organizational boundaries (marketers, salespeople, public relations staff) have access to information about outside events. /Ecological power/ arises out of control over the physical environment, technology, and how work is organized. Examples of exerting ecological power include designing the layout of a manufacturing assembly line. Often these 5 sources of power are used in combination! There are costs and benefits to the use of each. Best are expert and referent power (take long to develop, though), while the other three not so much (work best in short term).
What are the parts of the negotiation process as defined by Fisher, Ury and the associates of the Harvard Negotiation Project?
1: Separate the People from the Problem-- Avoid defining the situation as a test of wills. Focus instead on working side by side on a common goal—resolving the issues at hand. Build trust to defuse strong emotions and to keep conflict from escalating. 2: Focus on Interests, not Positions-- A negotiating position is the negotiator's public stance (i.e., "I want $70,000 a year in salary from the company."). An interest, on the other hand, is the reason why the negotiator takes that position ("I need to earn $70,000 so that I can save for a down payment on a house."). Focusing on positions can blind you and the other negotiator to the fact that there may be more than one way to meet the underlying need or interest. 3: Invent Options for Mutual Gain-- Spend time brainstorming solutions that can meet the needs of both nego- tiators. Obviously, this is impossible unless you first separate the people from the problem and focus on interests rather than on negotiating positions. 4. Insist on Objective Criteria-- Find a set of criteria on which you both can agree when determining the terms of the settlement. This reduces the possibility that one party will force the other into accepting an unsatisfactory solution.
What factors define small groups?
A common purpose or goal: something that they want to accomplish together, an outgrowth of this common goal and participation in the group, a sense of belonging or identity. Interdependence: Interdependence is reflected in the roles that members play in the group. One person may gather materials for the meeting; another may take notes Mutual Influence: Not only do group members depend on each other, they influence each other through giving ideas, challenging opinions, listening, agreeing, etc. Face-face communication: Group members in the same location engage in face-to-face communication. Workers at different sites are linked through e-mail, etc. Specific size: Groups range in size from 3 to 20 people. The addition of a third person makes a group more complex than a dyad.
What are the primary ways that organizational culture is communicated?
A good way to determine how an organization views itself and the world is by listening carefully to the language that organizational members use. Word choices reflect and reinforce working relationships and values. Organizational stories carry multiple messages. They reflect important values, inspire, describe what members should do, and provide a means to vent emotions. In many cases, organizational members are more likely to believe the stories they hear from coworkers than the statistics they hear from management. Rituals, rites, and routines involve repeated patterns of behavior: saying "hello" in the morning to everyone on the floor; an annual staff retreat; or disciplinary procedures. Harrison Trice and Janice Beyer identify some common organizational rites:
What is the goal of negotiation?
A negotiator with high perspective-taking ability anticipates the goals and expectations of the other party. He/she can encourage concessions that lead to agreement. Perspective taking reduces the defensiveness of the other negotiator and makes him/her more conciliatory. The result is faster, more effective negotiations.
What are the important factors in group building?
A phase model—Fisher's theory of group decision making Orientation phase (Forming) Conflict phase (Storming) Emergent phase (Norming) Reinforcement phase (Performing) A multiple sequence model—Marshall Scott Poole Unitary sequence path (23% of the group studied) Complex cyclic path (47% of the group studied) When you sometimes revert back to different stages, or some members leave/are replaced and you need to go through stages w/them too Solution-oriented path (30% of the group studied) Get down to business, focused on just completing the task. Often skips over relationship building, can lead to a lack of cohesion. Group development: norms, breakpoints Implications: Groups take time to develop. Effective groups are characterized by a high degree of cohesion and commitment. The evolution of groups suggest that group leadership also develops in stages or as a process
What are the ways of transmitting organizational culture? What are the components in Edgar Schein's model of organizational culture? What is the most visible? Give examples.
According to Edgar Schein, there are six primary and six secondary mechanisms you can use to establish and maintain culture. Primary mechanisms create the organization's "climate" and are the most important tools for shaping culture. Secondary mechanisms serve a supporting role, reinforcing messages sent through the primary mechanisms. Primary: Attention. Resource allocation. Role modeling. Rewards. Selection. Secondary: Structure, Systems & Procedures, Rites/Rituals, Physical Space, Stories, Formal Statements
What is the Belasco and Stayer model of empowerment?
According to James Belasco and Ralph Stayer, an empowering leader acts more like a lead goose than a head buffalo. Geese flying in a V formation on their annual migrations frequently shift leaders and roles in response to travel conditions. "Buffalo are loyal to one leader; they stand around and wait for the leader to show them what to do. When the leader isn't around, they wait for him to show up. That's why the early settlers could decimate the buffalo herds so easily by killing the lead buffalo. The rest of the herd stood around, waiting for their leader to lead them, and were slaughtered." Belasco and Stayer call their model for a systematic approach to empowerment "Leading the Journey." In this model, leaders (acting as lead geese) are responsible for determining vision and direction, removing obstacles, developing ownership, and stimulating self-directed action.
Aggressive Tactics
Aggressive tactics include: • Character attacks • Background attacks • Insults • Teasing • Ridicule • Profanity • Threats • Competence attacks • Physical appearance attacks • Nonverbal indicators that express hostility (looks of disgust, clenched fists, rolling eyes, demeaning tone of voice)
Argumentative Tactics
Argumentation is important to leaders at every level. In small groups, argumentative individuals are more likely to emerge as leaders, and groups that argue about ideas generate higher quality solutions.27 In organizations, supervisors must defend their own ideas and argue on behalf of subordinates. In the public arena, political leaders, public relations specialists, or social activists engage in argument to support new government regulations, promote industry interests, or defend the rights of disadvantaged groups.
Assumptions
Assumptions are unstated beliefs about: human relationships (are relationships between organizational members hierarchical, group oriented, or individualistic?); human nature; truth; the environment; and universalism /particularism (should all organizational members be treated the same?).
How did the movie "The Devil Wears Prada" illustrate French & Raven's theory on power?
Coercive Power-- Amanda Presley in DWP strikes fear in workers by being demanding and particular, brutal to imperfection/error. Reward Power-- DWP, Anne Hathaway gives her friends gifts to make up for being absent because of job-focus. Legitimate Power-- DWP, Amanda shows her expertise describing the process of Anne's blue sweater being in fashion, asserts credibility as a power/leader in that industry. (more expert power, but she's aggressive in her delivery of the info, expects to be respected because of her position) Referent Power-- DWP, Tucci's character becomes a referent power because he's a co-worker Anne looks up to and he helps her when she comes to him with a problem, he has influence over her because she trusts him. Expert Power-- DWP, Amanda has final say on whether a fashion collection sinks or swims because she knows fashion and its context inside & out. She's a trusted expert because she's gotten it right time and time again.
Yukl Details
Common managerial influence tactics... • Rational persuasion. Use of logical arguments and factual evidence to demonstrate that a request or proposal will attain organizational objectives. • Apprising. Explaining how compliance will benefit the target and his or her career. • Inspirational appeals. Generating enthusiasm by appealing to values and ideals; arousing emotions. • Consultation. Seeking suggestions for improvement; asking for input for planning an activity, strategy, or change. --Collaboration. Providing resources and assistance if the target complies with the request. Examples: "We could both come in on Saturday morning to make sure the product gets shipped." "If you can help, I'll provide you with the equipment and personnel you need." • Ingratiation. Use of flattery and praise before or during a request; expressing confidence in the target's ability to fulfill a difficult request. • Personal appeals. Appealing to feelings of loyalty and friendship when asking for something. • Exchange. Trading favors; promising to reciprocate later or to share the benefits when the task is completed. • Coalition tactics. Soliciting the aid of others or using the support of coworkers to convince the target to go along with the request. • Legitimating tactics. Claiming the right or authority to make a request; aligning the request with organizational policies, rules, traditions, and so forth. • Pressure. Demanding, threatening, checking up; persistent reminders.
What are the current dimensions of credibility? How are each of these characteristics defined?
Competence can be defined as knowledge of the topic at hand, intelligence, expertise, skill, or good judgment. The term "value-added" best describes the kind of competence that leaders need to demonstrate.9 A leader must provide the skills that the group needs at a particular time. Trustworthiness (character) is another name for honesty and consistency.10 This dimension of credibility is critical to effective leadership since the leader- follower relationship is built on trust. Managers rate honesty as the most important leader quality; the most influential public opinion leaders are also the most trustworthy. Dynamism refers to perceptions of a source's confidence, activity, and assertiveness. Dynamic leaders communicate confidence in their visions for the future. They inspire others to work harder and to make greater sacrifices. Dynamism appears to be an integral part of what many people call charismatic leadership.
Define each of the compliance gaining strategies? --
Compliance-gaining strategies are the verbal tactics that leaders and others use to get their way in face-to-face encounters. 1) Kipnis and Schmidt: supporting evidence, other benefit, exchange, referent influence. 2) Yukl and his associates: rational pursuasion, apprising, inspirational appeals, consultation, collaboration, ingratiation, personal appeals, exchange, coalition tactics, legitimizing tactics, pressure.
What specific communication skills should leaders use during meetings?
Determine if a meeting is necessary before calling people together. Have a clear agenda. Lay the groundwork. Maintain focus on the agenda throughout the meeting. Listen to others. Involve all participants. Keep a record. Evaluate your performance.
Belasco/Stayer Details
Determining focus and direction. Leaders at all levels of an organization are responsible for setting vision and direction. Staying in touch with customers (those who use an organization's products and services) is the key to determining direction. Your goal is to put on an outstanding performance for the end user, not just an adequate one. Removing obstacles. Eliminate obstacles that keep followers from providing outstanding performances. Help ensure that all systems (compensation, information, procedures) support this one objective. Developing ownership. Refuse to accept responsibility for problems that can be solved by followers. Use questions to coach followers instead of providing answers. Coaching questions include: "In the best of all worlds, what is great performance for your customers?" "What do you want to achieve in the next two or three years?" Stimulating self-directed actions. Decide what you do best and give your other responsibilities away. Change systems and structures so that followers are rewarded for solving their own problems and not for bringing their problems to you. Hire the best performers and fire or transfer those who aren't contributing.
What did James Kouzes and Barry Posner say about building leadership credibility?
Discover yourself. Know yourself in order to lay the foundation for consistent behavior. Appreciate constituents. Credible leaders have a deep understanding of the values, needs, and desires of constituents. Affirm shared values. Kouzes and Posner refer to shared values as the "internal compasses that enable people to act independently and interdependently." Develop capacity. Like leaders, followers need to develop skills and self- confidence to put their beliefs into action. Serve a purpose. Serving a purpose refers to creating a sense of direction for the group. Sustain hope. Leaders play a critical role in boosting the spirits of followers in a world marked by stress and failure. Hopeful followers, in turn, achieve high levels of performance.
What are the elements of organizational culture?
Dividing organizational culture into three levels—assumptions, values, and symbols—provides important insights into how culture operates.
What behaviors detract from leadership status in the group? What should you do/not do if you want to be a leader in a group?
Don't: Be absent, just go along with people and not introduce original ideas, contribute little, offer to take meeting notes, goof off too much (do be serious), appear unwilling to compromise, demonstrate contempt for leadership, or act like a know-it-all who's above everyone else. Do: Participate early and often, demonstrate confidence and ability, Focus on communication quality as well as quantity, regard people's feelings as well as the task at hand, Help build a cohesive unit.
Why are communication patterns an important way to understand organizational culture?
Earlier we noted that humans have the ability to create reality through their use of symbols, and this is readily apparent in the organizational context. Organizations are formed through the process of communication. As organizational members meet and interact, they develop a shared meaning for events. Communication is not contained within the organization. Instead, communication is the organization. From a cultural perspective, the organization resembles a tribe. Over time, the tribe develops its own language, hierarchy, ceremonies, customs, and beliefs. Because each organizational tribe shares different experiences and meanings, each develops its own unique way of seeing the world or culture.
What is the difference between appointed and emergent leaders?
Emergent Leadership: Group selects its leader by "method of residues." Members have higher expectations for leaders they appoint themselves Emergent leaders have greater freedom to make decisions Ernest Borman, "residues," (not super recommending this method but sees it happen), a process of elimination. Quiet people, abrasive people are unwelcomed leaders so those who are polite and involved tend to emerge as the leaders. Emergent-- The researchers found that the group selects its leader by the method of residues. Instead of choosing a leader immediately, the group eliminates leader contenders until only one person is left. This procedure is similar to what happens in the presidential primary system. Appointed-- In many cases, a leader is assigned to a group before it meets for the first time. Many appointed leaders fail to function as leaders; in addition, an incompetent leader slows group progress because members must spend time and energy developing alternative leadership. In a new group, members haven't yet had time to organize so they expect the leader to provide structure. At this point leaders need to give direction and communicate that they are confident that the group will succeed. As group members become more comfortable, the leader should delegate more power to them, avoiding the temptation to take challenges to authority personally while opening up discussion about group conflicts.
How do you develop team-building skills?
Establish clear and inspiring team goals. Maintain a results-oriented team structure. Assemble competent team members. Strive for unified commitment. Provide a collaborative climate. Encourage standards of excellence. Furnish external support and recognition. Apply principled leadership.
How do the authors define influence tools?
Exercising influence is the essence of leadership. Leading means influenc- ing since leaders must shape the attitudes and behavior of others to help groups reach their goals. Four tools to focus on: (1) credibility-building behaviors, (2) compliance-gaining strategies, (3) argumentation competencies, (4) negotiation tactics
What are the 4 stages of group development?
Forming = Hello, Orientation and Inclusion Storming = Avoiding Conflict Can Prevent True Team Cohesion From Occurring, lack of storms can be symptoms of/cause... Norming = Emergence as a Team Performing = Making Lasting Decisions & Solving Problems
How do leaders emerge in a group?
Four major patterns of leader emergence were found in the Minnesota studies. In the first pattern, the ultimate winner recruits an ally or "lieutenant" who helps him/her win out over another strong contender. In the second pattern, each of the remaining contenders has a lieutenant and, as a result, the leadership struggle is prolonged, or no strong leader emerges. In the third pattern, a crisis determines leader emergence. The successful leader is the person who helps the group handle such traumatic events as unruly members or the loss of important materials. In the fourth pattern, no one emerges as a clear leader. The result is a high level of frustration.
What are pitfalls in group decision-making?
Groups make significant mistakes at every stage of the decision-making process. Members fail to recognize that there is a problem or come up with the wrong cause(s), for example. They set unclear or inappropriate goals that fail to adequately address the situation and misjudge the negative and positive consequences of alternative solutions. Faulty information and/or the faulty use of information also derail group deliberations. Problem solvers often ignore important details or rely on inaccurate information. Even if their information is sound, they may misinterpret or misapply the data. Dennis Gouran and Randy Hirokawa believe that high- quality solutions emerge from group deliberations when participants use communication to complete four tasks or functions: problem analysis, goal setting, identification of alternatives, and evaluation of possible solutions
What makes talk powerless?
Hesitations ("uh," "ah," "well," "um," "you know") are the most frequently used form of powerless talk. Hedges ("kinda," "I think," "I guess") greatly reduce the impact of what we say. Tag questions ("isn't it?"; "wouldn't it?") on the end of a sentence indicate uncertainty. Disclaimers ("Don't get me wrong, but"; "I know this sounds crazy, but") used when not sure if listeners will accept what they say, lack confidence. Accounts (excuses or justifications) deny responsibility for what happened. Speakers employ accounts after they say or do the wrong thing: "It was an accident," makes you seem inept/uncertain. Side particles ("like," "simply," "that is") detract from a powerful image. They can be irritating for listeners.
What is the Galatea Effect?
In a follow-up experiment, a psychologist told a random group of military recruits that they had high potential to succeed in a course. These trainees did as well as those who had been identified as high achievers to their instructors. In this case, the trainees became their own "prophets." The power of self-expectancies has been called the Galatea effect. Subordinates perform better if they set high standards for themselves. When they reach their goals, they expect to achieve even more in the future.
What is argumentative competence?
Infante outlines five skills that, collectively, con- stitute argumentative competence: stating the controversy in propositional form; inventing arguments; presenting and defending your position; attacking other positions; and managing interpersonal relations.
What are the types of learning necessary in creating a learning culture?*
Intelligence consists of the collection and interpretation of information gathered from sources outside and inside the organization. Search intelligence involves scanning and analyzing data, Inquiry intelligence must be used when existing information is incomplete or unavailable, Observation intelligence is appropriate when respondents have trouble communicating their real needs or feelings. Experience learning is based on doing—entering a new overseas market, acquiring a competitor, surviving a crisis, solving an ethical dilemma. Learning organizations analyze their successes and, more importantly, their failures. Learning leaders develop case studies based on organizational experiences, or they draw side-by-side comparisons between average and superior products. Experimentation comes into play when organizations enter unfamiliar territory. Through experiments, learners introduce changes, observe, and then draw conclusions. They may test different explanations or interpretations to account for why sales are down or customer complaints are up, for example.
What is groupthink and what are the signs and causes?
Irving Janis - Social Psychologist Groups that put unanimous agreement above all other considerations. Don't explore a all options because you go with the unexplored proposal not to rock the boat. Groups that suffer from this syndrome fail to: consider all the alternatives, reexamine a course of action when it doesn't seem to be working, gather additional information, weigh the risks of their choices, work out contingency plans, or discuss important ethical issues. Symptoms of Groupthink (Signs of Overconfidence) Illusion of invulnerability /Belief in the inherent morality of the group (Signs of Closed-mindedness) Collective rationalization /Stereotyping of others (Signs of Group Pressure) Direct pressure on dissidents /Self-censorship /Illusion of unanimity /Self-appointed mindguards Happens most often in the forming stage because people want to fit in and be on their best behavior and make a good impression, so they're more likely just to go along with the group.
What is the Abilene Paradox?
Mismanaged agreement refers to the tendency of group members to publicly support decisions that they oppose in private. As a result, groups continue to fund software installations that no one believes will ever become operational, for example, or engage in business practices that everyone in the group knows are illegal.41 Professor Harvey calls mismanaged agreement the Abilene Paradox based on an experience his family had many years ago. The causes of the Abilene Paradox are rooted in fear. Individuals know what ought to be done but are too anxious to follow through (action anxiety).
What are tools for influence building?
Modifying behaviors to make the desired impression on others is the first step to building your credibility. However, our credibility as leaders also depends on the quality of the relationships we maintain with followers. (1) Behavioral consistency; (2) Behavioral integrity. (3) Sharing and delegation of control. (4) Communication, (5) Demonstration of concern
What are the components of the empowerment process?
Need to use powerful speech to come across as dynamic, saying umm or not making eye contact takes away from you power to influence. Empowerment: increases the job satisfaction and performance of employees, fosters greater cooperation among group members, collective survival, personal growth and learning, prevents power abuses... Components of empowerment-- Modifying the Environment, Building Intrinsic Motivation, Supplying Resources
What is the tit-for-tat strategy?
One way to foster cooperation is by using the Tit for Tat strategy. The three rules of Tit for Tat are (1) be nice, (2) respond to provocation, and (3) be forgiving. Begin the negotiation by offering to cooperate. If the other negotiator tries to take advantage of you, respond in kind. When he or she switches to a cooperative approach, begin to cooperate again. Promises and concessions are two ways to signal that you are willing to cooperate. Offer to share important information, for example, or back away from one of your initial demands. If the other party responds in kind, make further concessions. However, if the other party does not match your concession, he or she may be looking to compete rather than to cooperate.
What are the sources of power and their characteristics?
Power is getting what you want, but is often associated with forcing other people to do what you want, but we should frame it differently. You can have power without being a bully. You can't be a leader and not exercise power (but you can have power and not be a leader). If power is the "currency of leadership," then understanding the sources and uses of power is essential to effective leadership.
What unethical persuasive tactics are identified by Robert Ciadini?
Reciprocation (Give and Take): "foot-in-the-door" and "door-in-the-face" Commitment and Consistency Social Proof (Validation) Liking-- Authority-- Scarcity--
What are some common organizational rites?
Rites of passage. Mark changes in roles • Rites of degradation. Lower someone's status • Rites of enhancement. Raise someone's standing • Rites of renewal. Strengthen the current system • Rites of conflict reduction. Use collective bargaining, task forces, and committees to resolve conflicts Rites of integration. Tie subgroups to the large system. • Rites of creation. Celebrate and encourage change. • Rites of transition. Help organizational members accept changes that they didn't plan. • Rites of parting. When organizations die, parting ceremonies are common.
How do leaders create organizational meaning and contribute to shaping culture?
Schein notes that the responsibilities of symbolic leaders shift as the organization matures. The founder/owner, in addition to determining the group's purpose, imparting values, and recruiting followers, provides stability and reduces the anxiety people feel when an organization is just starting out.
What makes a group a self-directed work team?
Self-directed work teams represent an approach to organizational design that goes beyond quality circles or ad hoc problem-solving teams. These teams are natural work groups that work together to perform a function or produce a product or service. They not only do the work but also take on the management of that work -- functions formerly performed by supervisors and managers. This allows managers to teach, coach, develop and facilitate rather than simply direct and control.
What is self-leadership?
Self-leadership can pay significant dividends for followers and their organizations. Self-led employees are more self-confident, satisfied with their jobs, productive, and successful.46 Followers can learn to lead themselves without the guidance of those in authority if they become self- disciplined, find rewards in the task, and adopt positive thought patterns.
What is superleadership? Sims and Manz
Sims and Manz use the term "superleaders" to describe those who help followers learn to lead themselves. Guiding followers from dependence to independence is a process that begins with the leader modeling the desired behaviors. They use the label "self-leaders" to refer to followers who act on their own. Superleaders use three strategies to create a climate that promotes independent thought and action. 1. Changing organizational structures. They reconfigure roles, functions, and responsibilities to reduce hierarchy and specialization; create self- managing teams; remove layers of organizational structure; and reduce job and pay classifications. 2. Changing organizational processes. Superleaders redesign the way that communication and materials flow in the organization. They push decisions down to the lowest possible level, encourage teams to solve their own problems, and reengineer jobs so that followers have the responsibility for the whole project, not just part of it. 3. Changing interpersonal communication patterns. Effective leaders use verbal and nonverbal behaviors to build follower confidence. They lis- ten more and command less, ask followers to solve their own problems, express confidence in employees, and compliment initiative.
How do you rebuild trust after a breach?
Step 1. Determine what happened. The causes may not be as obvious as you think. Ask yourself: How fast did trust break down? When did the violation of trust become known to you and to the larger organization? Was there a single cause? Was the loss of trust reciprocal? Step 2. Determine the depth and breadth of the loss of trust. Adjust your response to each affected group. Step 3. Own up to the loss (don't ignore or downplay it). Acknowledge that trust has been broken as soon as possible. Promise to address the problem even if you don't have action steps in mind yet. Step 4. Identify what you must accomplish in order to rebuild trust. Rebuilding trust may require providing more information, reconciling competing departments, or reducing pay inequities.
What makes talk powerful?
Strong persuasive arguments are still more effective than weak arguments no matter what style a speaker uses. Also, powerful speech is most effective when speakers are trying to be authoritative. There are times when a powerless style may be more appropriate, such as in a conversation between friends or when a superior is trying to establish common ground with a subordinate.
What is symbolic leadership and what do symbolic leaders do?
Symbolic leadership theory is based on the idea that communication does not only take place through dialogue, but that communication takes place through all actions an individual partakes in. Symbolic leadership theory suggests that a leader must be conscious of all of their action and the way their followers will perceive those actions. It is based on the idea that communication is not one of the tools of leadership but that communication is the way leadership itself is exercised. Schein notes that the responsibilities of symbolic leaders shift as the organization matures. The founder/owner, in addition to determining the group's purpose, imparting values, and recruiting followers, provides stability and reduces the anxiety people feel when an organization is just starting out
Symbols
Symbols and symbolic creations called artifacts make up the top level of an organization's culture. By analyzing these visible elements, used in everyday interaction, we gain insights into an organization's assumptions and values. lang., stories/myths, rites/rituals, written materials, metaphors, dress/physical appearance, buildings, products, technology, heroes, logos, office decor
How did the Ancient Greeks define credibility?
The ancient Greeks studied the public speaking techniques of leaders and used the term "ethos" for what we now call credibility. For Plato, Aristotle, and others, ethos consisted of high moral standards, intelligence, and other speaker character traits. An orator swayed an audience through logic (logos), emotion (pathos), and, most importantly, personal characteristics (ethos). Interest in credibility among communication scholars remains high today.
What did L.L. Bean learn from its' customers?
The company has retained the customer focus of its founder. Of particular note are the firm's strategies for soliciting input when developing and testing products. Lead users, demanding users, and happy customers. Testers generally receive samples from Bean and from one competitor to use for three months. They may be asked to assess particular product attributes. Needs are rank ordered and confirmed through a questionnaire sent to 1,000 users. Brainstorming then produces solutions that are matched to customer requirements. Finally, prototypes are created and sent to testers for feedback. Concept engineering was used to develop the company's popular "Burrito [sleeping] Bag."
How do the authors recommend increasing your credibility with others?
These tactics boost your credibility by increasing your perceived similarity with observers and linking you to groups that have reputations for competence and integrity.... /Self-presentation behaviors/. Use statements that reveal that you are "human" with similar emotions, limitations, and experiences as your audience. Distance yourself from untrustworthy groups by pointing out how dis- similar you are to them. Introduce qualifications. Ideas you introduce are well-crafted and supported /Language/. Avoid technical, jargon-laced language that will distance you from your audience and may give the impression that you are hiding behind the terminology. /Physical appearance and other nonverbal behaviors./ Dress appropriately for your profession; choose a style similar to that of your audience; reject clothing or accessories that might match negative stereotypes. Make sustained eye contact, Use gestures to add emphasis to the points that you make, Maintain a relaxed, open posture, Pay attention to your voice. Strive to sound confident be conversational
How do you encourage knowledge sharing?
To encourage knowledge sharing rather than knowledge hoarding, knowledge management experts William Ives, Ben Torrey, and Cindy Gordon argue that you will need to address all of the following elements. Business context. Organizational structure and roles. Organizational processes. Organizational climate. Physical environment. Direction. Measurement. Means. Ability. Motivation.
How do you build a trusting culture?
Trust boosts collective performance by (1) fostering teamwork, cooperation, and risk taking; (2) increasing the flow and quality of information; and (3) improving problem solving. Organizational trust is defined as the collective level of positive expectations that members have about others and the group as a whole. Trusting cultures are marked by high expectations of... (1) collective competence, (2) openness and honesty, (3) concern for employees and other stakeholders, (4) reliability, (5) identification,
Values
Values make up the next level of organizational culture. Frequently (but not always) recognized and acknowledged by members, values reflect what the organization feels it "ought" to do. They serve as the yardstick for judging behavior.
What are the differences between a group and a team?
We ought to differentiate between groups and teams. They suggest that while every team is a group, not every group is a team. Katzenbach and Smith believe that the key difference between a working group and a team lies in what each produces. In a working group, members meet to share information, discuss ongoing projects, and make decisions. They don't produce anything collectively and are judged largely on their individual efforts. In a team, on the other hand, members work together to produce a joint product, such as an assigned class paper, a science experiment, or a marketing strategy.
What is the Pygmalion Effect?
What a leader expects is often what a leader gets. This makes the communication of expectations one of a leader's most powerful tools. Our tendency to live up to the expectations placed on us is called the Pygmalion effect. Prince Pygmalion (a figure in Greek mythology) created a statue of a beautiful woman whom he named Galatea. After the figure was complete, he fell in love with his creation. The goddess Venus took pity on the poor prince and brought Galatea to life. Two characteristics of leaders moderate the impact of their expectations. The first is their level of self-esteem. The second is the level of expectations.
Kipnis & Schmidt Details
• Supporting evidence. Giving reasons why the target of the request should comply (arguments, evidence, appeals to rules, fairness, tradition, etc.) • Other benefit. Emphasizing how the target of the request will benefit by complying with the request ("You'll feel good about yourself if you help in the cleanup project on Saturday.") • Exchange. Offering to trade or exchange things of value like favors, money, and services • Referent influence. Appealing to how much the target and actor (persuader) have in common ("We both need to pass this course, so why don't we study together.")