MGT 310 - Exam 2
Methods to restore imbalance of equity distress
1. alter the ratio - change your inputs/outcomes 2. cognitive distortion - change perception of self/others 3. change your comparison to others
Problems with cooperation
1. conformity - resistance to change & outside influence 2. Abilene paradox
Conflict resolution approaches
1. confrontation 2. accommodation 3. avoidance 4. collaboration 5. compromise
Conditions of brainstorming
1. criticisms are forbidden 2. free thinking is encouraged 3. numerous ideas are sought 4. building on ideas of others is good
Reasons for competition
1. culture 2. personality 3. organizational rewards
Overcoming problems with cooperation
1. trust 2. communication 3. encourage altruistic norms - doing something to help another person with no expectation of reward
Reasons lack of conflict can be a problem
1. unhealthy agreement 2. domineering leader 3. routine
Communication processes
1. verbal communication 2. nonverbal communication 3. communication within teams
Determinants of entrepreneurial team performance
External environment, Entrepreneurial team composition, Entrepreneurial team processes
3. Obscuring or distorting consequences
F. Reduce the amount of consequences/minimize the severity of a single consequence
True or False: Brainstorming is superior to individuals working alone
False
C. Advantageous comparison
comparing yourself to someone else because they're actions may be considered worse to make your look better
Intergroup competition
competition between different teams
Full participation approach to decision making
consensus: discussion of issues until all members agree
Illusion of invulnerability
members have optimistic perceptions about their decisions which leads to extreme risks, usually for the worse
Shared leadership
notion that leadership functions can be shared or performed by various members of a team
Formal tech transfer
occurs when an organization formally discloses their new invention to another entity
Informal tech transfer
occurs when someone avoids the official system/entity process and goes straight to market; technically illegal
Cognitive Interference
occurs when there is a disruption of thinking that occurs when one is waiting on their turn to talk
Patent
official document that confers right or privilege to solely make, use, sell one's own invention
Technology transfer
process through which a new invention or innovation is turned into products & commercialized
Team leadership
process where an individual or individuals influence the progress of team members towards achieving mutual goals
2. Minimization of the role
D. displacement of responsibility E. diffusion of responsibility
E. Diffusion of responsibility
as the number of bystanders increases the personal responsibility that an individual bystander feels decreases
Anchoring effect bias
attaching oneself to the first set of information they hear Ex: see a t-shirt for $1,200, the a second one for $100, I'll think the second shirt is cheap even though its not
Gambler's fallacy
belief that a random event is more or less likely to happen based on results from previous events (out of one's control) ex: getting black 3 times on roulette means red will be more likely next
Situational approach to leadership
understand substitutes for leadership adjust leadership style relative to readiness of team, etc.
accommodation
"I give in" Low assertiveness, high cooperativeness
Confrontation
"I win; you lose" High assertiveness, low cooperativeness
Compromise
"give a little, get a little Very middle
Avoidance
"leave me alone" Low assertiveness, low cooperativeness
Collaboration
"we win" High assertiveness, high cooperativeness
Big 5 personality characteristics
1. agreeableness 2. conscientiousness 3. neuroticism, 4. extroversion 5. openness
When individual decisions are superior
- action from most members not required - simple - quick (Want to avoid process loss)
When group decisions are superior
- team competition - good communication - need for teams (Want to aim for process gains)
What is need for observational learning to work
1. Attention 2. Retention 3, Initiation 4. Motivation
Unhealthy sources of conflict
1. Competition over power, reward, & resources 2. Conflict b/w individual & team goals 3. Poorly run team meetings 4. Personal grudges from past 5. Faulty communication
Aspects people have when they're creative
1. Domain relevant skills: good at your job in that domain 2. Creativity relevant skills: need domain relevant skills to do this 3. Task motivation: motivation to create
Groupthink decision symptoms
1. Illusion of invulnerability 2. Direct pressure on dissenters 3. Self-censorship 4. Illusion of unanimity 5. Mind guards
Types of reward system approaches
1. Individual 2. Team 3. Organizational 4. Hybrid
Ability to become self-managing team depends on...
1. Routine tasks 2. Clear goals 3. Experience in task performance 4. Teamwork experience
Factors that alter the effectiveness of reinforcement (& punishment)
1. Satiation/deprivation: how much a person needs a reward 2. Immediacy: quick consequence is better than delayed one 3. Contingency: predictable rewards 4. Size: how much of a reward
Types of performance measures
1. Specific & quantifiable goals set ahead of time 2. Team participation
Ways to manage virtual team conflicts
1. Stop using electronic messages to advocate opinions or express emotions 2. Leader intervention 3. Face-to-face meeting
Types of performance evaluations
1. Traditional individual evaluations 2. Teem peer evaluations 3. Evaluations of the team
Group technique approaches to decision making
1. democratic 2. mathematical techniques 3. structure decision techniques
Healthy sources of conflict
1. focus on task issues 2. legit differences of opinion about task 3. differences in values 4. different expectations
Problems w/ group creativity
1. groupthink 2. group dynamic factors 3. social inhibitors 4. cognitive interference
Aspects that leadership consists of
1. leader 2. followers 3. situation
Leader oriented approaches to decision making
1. leader decides 2. leader assigns expert 3. consultative - one person has authority to make decisions, but they may ask for advice from team members
Approaches to decision making
1. leader oriented 2. group technique 3. full participation
Factors leading to risk aversion
1. realm of gains - hot hand fallacy 2. recent successes - gambler's fallacy
Types of dysfunctional information processes
1. redundancy 2. biases - confirmation bias - false dichotomies
transactional communication model
A characterization of communication as the simultaneous sending and receiving of messages in an ongoing, irreversible process. (circular transaction)
1. Cognitive misconstrual types
A. moral justification B. euphemistic labeling C. advantageous comparison
Entrepreneurial team processes
Conflict, Power and politics, Communication
Antecedent (preexisting) conditions that lead to groupthink
Domineering leader, Maintaining good social relations/cohesion, External stress/pressures
4. Reduction of identification with targets of harmful acts aspects
G. Dehumanization H. attribution of blame
Aspect of external environments
Growth market vs stagnant market, Stable vs turbulent, Type of industry
Entrepreneurial team composition
Homogenous versus heterogeneous teams, Surface-level characteristics, Deep-level characteristics
Preventing groupthink
Leaders reserve expressing opinions at beginning, Establish norm to encourage critical thinking, Evaluate final decisions
Process mapping
Mapping out what needs to be done and then delegating who will do what roles; Creates shared mental model & facilitates communication
Motivation-equity theory
Motivation is maximized when an employee's ratio of "outcomes" to "inputs" matches those of some "comparison other"
Satisficing
Settling on a solution that is not optimal
Factors inhibiting individual creativity
Stuck in one's own paradigms, Extrinsic rewards, Evaluation apprehension
Dunning-Kruger effect
The tendency for unskilled individuals to overestimate their own ability and for experts to underestimate their own ability.
Who participates in 360-degree feedback
Team members, Self, Customers, Supervisors
Trait or personality approach to leadership
Uses tests to select good leaders. Leaders possess certain traits that make them good leaders
Process loss
When coordinations & social issues take away time from completing tasks; communication problems; failure to pool knowledge
Group Polarization
When group discussions lead to a final decision that is more extreme than the average position of its members (really risky or really conservative); normative vs informative influences
Process gain
When interactions b/w team members lead to formation of new ideas that no single member would have produced; higher quality decisions; positive motivational effects
A. moral justification
a person who is evaluating a morally questionable act attempts to make it seem right
Moral disengagement
a set of cognitive mechanisms that disengage an individual's moral self-regulatory processes; afterwards, someone may make unethical decisions without having guilty feelings
Self-awareness
ability to identify, understand, and discuss one's emotions
relationship management
ability to respond to others' emotions with respect and concern for the relationship
Licensing
allow one party to use/make revenue from another's innovation or property
emotional intelligence
allows you to say what you want to say, speak clearly and be heard 1. self-awareness 2. empathy 3. emotional regulation 4. relationship management
Empathy
an understanding of another's feelings
Social Inhibitors
anxiety about how others evaluate members' ideas
Hot hand fallacy
belief that successfulness or lack of success is a predictor for future events, even in random scenarios (in one 's control) ex: if a basketball player has made 3 consecutive shots, he has a greater chance of making the 4th
Illusion of unanimity
belief that there has been a consensus because no one speaks up even though everyone is thinking something different than what they're saying
Mixed-motives
communication & goal confusion (similar to direction-based hidden agendas); individual & team goals can conflict
Entrepreneurial team
consists of 2 or more persons who have an interest in, both financial & otherwise, & commitment to a venture's future & success...
Bad barrel
context that someone is working in where unethical decision making is accepted
Technology transfer offices (TTO)
created within a university to manage its intellectual property and transfer of knowledge/tech to industry
Groupthink
decision-making flaws caused by the group's desire to maintain good relations rather than to make the best decision
Creativity
describes inventiveness of a creative process
Causes of decision making problems
disagreement, impact of emotions, satisficing, negative pressures
Profit sharing
each person involved in the organization gets rewarded (shares of the company)
Redundancy
focusing on common rather than unique information
Direct pressure on dissenters
group suppresses negative comments in group discussion
Feedback
helpful information or criticism about prior actions or behaviors, communicated to another individual (or group) who can use that info to adjust & improve current & future actions & behaviors
Roadblocks to engaging in tech transfer
improper funding, competition, not the right timing, not being well-rounded or properly trained enough
Bypassing
in verbal communication, you might be saying something and someone might interpret it in a different way
Defensive avoidance
instead of engaging in conflict, people are just going to withdraw from the organization (not show up and push people out)
Individual creativity
interaction of personal & situational factors
Equity distress
internal tension that can be alleviated by restoring balance to the ratios
H. Attribution of blame
lack of guilty feelings because other person deserved it
Contingency approach to leadership
link traits or behaviors to situations; sort of a combination of the other approaches to leadership
Reciprocity team evaluation bias
making feedback better (or worse) because someone else has made yours better (or worse) in order to match what the other person said
Inflation team evaluation bias
making feedback better for someone to not feel uncomfortable giving honest or negative feedback
Survivorship bias
only paying attention to information that survives a certain process and not considering the data that didn't survive the event
Overrewarded inequity (of others outputs)
others are working harder and they're getting rewarded the same as you
Underrewarded inequity (of others outputs)
others are working just as hard and getting rewarded more than you
Elements that shared leadership is focused on
participative decision making, developing social relations & support, empowerment
Largest drawback of brainstorming
people waiting turn to speak
G. Dehumanization
person views others as less than human
D. Displacement of responsibility
placing blame on someone else (following orders)
How to combat confirmation bias
playing devil's advocate, setting up anonymity
Mind guards
preventing the leader from hearing any negative information about a decision or its consequences
Factors for evaluating decision making approaches
quality, speed, support
How to combat false dichotomies
questioning absolute statements, using language of provisionalism
B. Euphemistic labeling
sanitizing language that's moral appeal for people to hear ex: "borrowing" instead of "stealing"
Transactional communication model labels
sender encodes --> transmits message across channels, which can be interrupted by noise, to receiver who receives --> decodes message, then sends back feedback
Self-managing teams
shift responsibility to team members; empowers employees
Self-censorship
someone chooses themselves not to speak up because they know that their opinion is different than others
Salience bias
someone paying attention to information that stands outs most to them (something that is most emotionally activating to them) ex: focusing on the threat of bear attacks when you should also consider ticks while camping
Bad apple
someone who had possibly been put in a unethical organization, or on their own, they participate in unethical behavior (generally in leadership position)
Gain sharing
specific employees or departments get rewarded for performance they controlled
Social identity theory
study of boys at camp in random teams ended up having strong in-group bias even though none of them knew each other previously
Social Learning Theory
suggests that social behavior is learned by observing and imitating the behavior of others (Bandura) bobo doll experiment
Conflict arises from ____ processes, but is managed by ____ processes
task, interpersonal
Informative
team members are more likely to make decisions based on information they hear from other team members
Normative
team members shift their position to be more inline with others
Team halo effect
teams get credited for team successes, individuals within teams get blamed for team failures
risk aversion
tendency to avoid risk
False dichotomies
tendency to view options as two opposing extreme possibilities when other possibilities exist
emotional regulation
the ability to control when and how emotions are expressed
Escalation of commitment
the more resources someone puts into something that's producing bad outcomes, they less likely they want to give it up because of that amount they've already invested ex: investing in a friend's company instead of a needed bed
The Babble Effect
the person who talks to most tends to emerge and be perceived as the leader
social loafing
the tendency for people to put less effort into a simple task when working with others on that task
In-group bias
the tendency to favor one's own group
Multiple linkage model
to be an effective leader you need: member effort, ability, teamwork experience, organization of tasks, resources, and external support
Behavioral approach to leadership
train ppl to be good leaders; considered more prescriptive leadership is a set of behaviors
Provisionalism
using qualifying language; ex: maybe, sometimes (not speaking in absolutes)
Risky shift phenomenon
when people change their decisions to become more extreme and risky when acting as part of a group
Abilene paradox
when the collective agrees on a path of action that none of the members actually want to do
Vicarious reinforcement
when you imitate the behavior of someone who has been reinforced for that behavior
confirmation bias
you are anchored to a piece of information and you ignore other information you are given if it does not confirm what you already know
Psychological safety
you're able to express yourself w/out fear of negative judgment or consequences
Underrewarded inequity (of your inputs)
you're working harder than others and you're getting rewarded the same as others
Overrewarded inequity (of your inputs)
you're working just as hard as other and getting rewarded more