MPO TEST #2

i. Limit group size ii. Assure equity of effort to mitigate the possibility that a member can say, "everyone else is goofing off, so why shouldn't I? iii. Hold people accountable—don't allow members to feel that they are lost in the crowd and think "who cares?"

how to avoid social loafing in teams:

contact hypothesis conflict reduction creating a psychologically safe climate

how to handle intergroup conflict:

group goals

are more effective if group members clearly understand them and are both individually and collectively committed to achieving them

self-reliant individualists

are more prone to social loafing than were group-oriented collectivists

-adapt communications -share the love -develop productive relationships with key people on the team -partner -availability -pace -updates -select the right people -communication skills are essential

best practices to focus your efforts and accelerate your success:

keeping balance

how will you regain balance if lost? Taking a break is a good idea. Stepping out, going to the restroom, or simply calling a "time out" can provide a break in the action and enable you to regroup

dysfunctional conflict

i. Highlights the important role of management, and your own actions, in determining whether conflict is more or less positive

updates

best practices to focus your efforts and accelerate your success: -even if you are not the boss, or your boss does ask for them, be sure to provide regular updates on your progress to the necessary team members

subject to the same types of biases associated with rational decision making. Decision makers may also have difficulty convincing others that the intuitive decision makes sense, so a good idea may be ignored

disadvantages of using intuition to make decisions:

added-value negotiation

during _________, the negotiating parties cooperatively develop multiple deal packages while building a productive long-term relationship

success momentum

effective conflict resolution creates _______. in other words, conflicts are signs along the road to the final and desired destination. don't get bogged down and lose sight of the ultimate goal or bigger picture

-confirmation bias -overconfidence bias -availability bias -representativeness bias -anchoring bias -hindsight bias -framing bias -escalation of commitment bias

eight biases that commonly affect decision making:

-participate leadership -shared responsibility -aligned on purpose -high communication -future focused -focused on task -creative talents -rapid response

eight characteristics of high performing teams:

creative talents

eight characteristics of high performing teams: -applying individual talents and creativity

high communication

eight characteristics of high performing teams: -creating a climate of trust and open, honest communication

focused on task

eight characteristics of high performing teams: -keeping meetings focused on results

future focused

eight characteristics of high performing teams: -seeing change as an opportunity for growth

task roles

enable the work group to define, clarify, and pursue a common purpose

informal group

exists when the members' overriding purpose of getting together is friendship or a common interest

loafers

expect to pick up the slack even as they receive the same rewards

-group problem solving -mentoring -conflict management skills -emotional intelligence

five common teamwork competencies:

1. forming 2. storming 3. norming 4. performing 5. adjourning

five stages of tuck man's five stage model of group development:

identify options

five steps of AVN: -a marketplace of value is created when the negotiating parties discuss desired elements of value (such as property, money, behavior, rights, and risk reduction)

perfect the deal

five steps of AVN: -together the parties discuss unresolved issues, develop a written agreement, and build relationships for future negotiations

design alternative deal packages

five steps of AVN: -while aiming for multiple deals, each party mixes and matches elements of value from both parties in workable combinations

-ideal emotions -managing emotions -hot buttons -keeping balance -emotions after

following tips can help you prepare emotionally for an impending negotiation:

overlap

formal and informal groups often:

organizational and individual

formal groups fulfill two basic functions:

work group, team, committee, or task force

formal groups often have labels:

-rushing to judgement -selecting readily available ideas or solutions -making poor allocation of resources to study alternative solutions

manager struggle during the second stage of the rational model of decision making because of three key decision-making blunders:

making poor allocation of resources to study alternative solutions

managers don't invest the resources to properly study the problem and alternative courses of action

rushing to judgment

managers simply make decisions too quickly without considering all relevant information

social disconnectedness

may be due to simply not liking or getting along with one or more members of the team, or they may feel like outsiders or not part of the clique

conflict processes

members' interactions aimed at working through task and interpersonal disagreements

distributive

most common bargaining approach

information is essential--make it flow

six actions to help accelerate the development of your team and get it performing sooner rather than later: -establish clear processes and expectations for sharing information within the team—emails, face-to-face meetings, voicemail, drop box, SharePoint, Skype, etc. include your expectations for giving and receiving feedback

less than

Can three people working together, for example, accomplish less than, the same as, or more than they would working separately

office moms

Colleagues who are most likely to remember birthdays, circulate cards, and bring cupcakes to celebrate

norm

Helps create order and allow groups to function more efficiently, as they prevent groups from having to progress through the development process each and every time they meet

tuck man'sfive-stage model of group development

Many researchers and practitioners like ___________ because it is easy to remember and has commonsense appeal

virtual teams

Product of evolving information technologies that allow people to connect from anywhere most anytime (texting, email, Skype, etc.)

personal friendship

Some managers firmly believe ______ fosters productive teamwork on the job, while others view such relationships as a serious threat to productivity

-clear objectives -validation -performance information

Three fundamental elements are recommended for those interested in establishing the ROI for team building:

46

___% of all organizations use virtual teams

66%

_____% of multinational organizations use such teams

conflicts and job boundary disputes

___________ are handled constructively and efficiently in stage 4: performing

power, authority, and unstable interpersonal relations

because of conflicts due to _____________, many work groups never qualify as a real team

partner

best practices to focus your efforts and accelerate your success: -it is common that members of virtual teams are not direct employees of your employer. Your success and that of your team depend on them. Treat them like true partners and not hired help. You need them and presumably they need you

constructively interacts with team members

common teamwork competencies: 1. Communicated effectively 2. Listened to teammates 3. Accepted feedback

group cohesiveness

defined as the "we feeling" that binds members of a group together,______ is the principal by-product of stage 3

expectations

each role you play is defined in part by the ______ of that role

"office moms"

many important maintenance roles are often fulfilled to by people referred to as ________

group and organizational behavior

norms have powerful influence on _____ and _________

distributed workers

often have no permanent office at their companies, preferring to work in home offices, at cafes, at airports, in client conference rooms, at the beach, or at other places

i. Usually accomplish more than individuals ii. Groups routinely outperform the average of their individual members, particularly with quantitative tasks

people form groups for two reason:

role

set of expected behaviors for a particular position

-committed -collaborative -competent

the 3 C's of team players:

use descriptive language instead of evaluation

When you are tempted to avoid conflict, you may be well served to do the following instead: -beware of accusations and judgmental language. Both put people on the defensive and impede progress. Instead, focus on the problem (behaviors, feelings, implications) and solution rather than the perpetrator

representatitiveness bias

1. An individual may believe that he or she can master a new software package in a short period of time because a different type of software was easy to learn. This estimate may or may not be accurate. It may take individual a much longer time to learn the new software because it involves learning a new programming language -example of which type of bias?

groupthink

A mode of thinking that people engage in when: i. They are deeply involved in a cohesive in-group ii. Members' strivings for unanimity override their motivation to realistically appraise alternative courses of action

-clarify interests -identify options -design alternative deal packages -select a deal -perfect the deal

AVN consists of five steps:

internal resources

Examples of _______ include things the organization cannot directly control such as employment levels in the community, capital availability, and government policies

satisfice

In the long run, constraints of bounded rationality cause decision makers to fail to evaluate all potential alternatives, thereby causing them to ______

decision making

_______ entails identifying and choosing alternative solutions that lead to a desired state of affairs

cohesiveness and personal commitment

_________ and ________ to group goals help the group achieve more than could any one individual acting alone in stage 4: performing

participate leadership

eight characteristics of high performing teams: -creating interdependency by empowering, freeing up, and serving others

aligned on purpose

eight characteristics of high performing teams: -having a sense of common purpose about why the team exists and the function it serves

brainstorming

Used to help groups generate multiple ideas and alternatives for solving problems

explicit; tactic

expertise represents an individuals combined ______ knowledge (information that can be put into words) and _____ knowledge (information gained through experience that is difficult to express and formalize) regarding an object, person, situation, or decision opportunity

non-rational models of decision making

explains how managers actually make decisions

rational model of decision making

explains how managers should make decisions

clarify interests

five steps of AVN: -after each party identifies its tangible and intangible needs, the two parties meet to discuss their respective needs and find common ground for negotiation

maintenance roles

foster supportive and constructive interpersonal relationships

norm

is an attitude, opinion, feeling, or action—shared by two or more people—that guides behavior

formal group

is assigned by organizations or their managers to accomplish specific goals

flextime

is flexible scheduling, either when work is expected to be completed (deadlines) or during which particular hours of the day

conflict

occurs when one "party perceives that its interests are being opposed or negatively affected by another party"

work-family conflict

occurs when the demands or pressures from work and family domains are mutually incompatible

moderate to extremely difficult questions

overconfidence bias grows in strength when people are asked ______ to _______ rather than easy ones

light tactics; heavy tactics

parties often move from_______ (e.g., persuasive arguments, promises, and efforts to please the other side) to _______ (e.g., threats, power plays, and violence)

multiple

people play ______ roles in the many areas of life

one's impressions about similar occurrences

representativeness bias reflects the tendency to asses the likelihood of an event occurring based on:

group role

set of expected behaviors for members of the group as a whole

bounded rationality

simon's normative model process is guided by a decision maker's _________

i. Reduced real estate costs (limited or no office space) ii. Ability to leverage diverse knowledge iii. Skills iv. Experience across geography and time v. Ability to share knowledge of diverse markets vi. Reduced commuting and travel expenses

virtual teams produce many potential benefits:

shared responsibility

eight characteristics of high performing teams: -establishing an environment in which all team members feel as responsible as the manager for the performance of the work unit

rapid response

eight characteristics of high performing teams: -identifying and acting on opportunities

team spirit

feeling of ______ is sometimes experienced during the norming stage because members believe they have found their proper roles

select a deal

five steps of AVN: -each party analyzes deal packages proposed by the other party. Jointly, the parties discuss and select from feasible deal packages, with a spirit of creative agreement

selecting readily available ideas or solutions

managers take the easy solution without rigorously considering alternatives. This can tend to happen when emotions are high about the problem at hand

10; 8

mean average north american team consists of ____ members; _____ is the most common size

obliging (smoothing)

most frequent styles of conflict handling: -if you have this style, then you tend to show low concern for yourself and a great concern for others. Such people tend to minimize differences and highlight similarities to please the other party

compromising

most frequent styles of conflict handling: -the ________ style is a give-and-take approach with a moderate concern for both self and others. Compromise is appropriate when parties have opposite goals or possess equal power

dominating

most frequent styles of conflict handling: -those with this style have a high concern for self and low concern for others, often characterized by "I win, you lose" tactics. The other party's needs are largely ignored. This style is often called forcing because it relies on formal authority to force compliance

integrating (problem solving)

most frequent styles of conflict handling: -when using this style, interest parties confront the issue and cooperatively identify the problem, generate and weigh alternatives, and select a solution

free riders

produce not only low-quality work, which causes others to work harder to compensate, but they often also distract or disrupt the work of other team members

the process that mangers actually use when making decisions

proposed the normative model to describe the:

completely objective and possess complete information when making decisions

rational model of decision making assumes that managers are:

logic; best interest

rational model of decision making decisions demonstrate excellent _____ and optimize the organizations ______

intuition

represents judgments, insights, or decisions that "come to mind on their own, without explicit awareness of the evoking cues and of course without explicit evaluation of the validity of these cues"

bounded rationality

represents the notion that decision makers are "bounded" or restricted by a variety of constraints when making decisions

a. Defer judgment b. Build on the ideas of others c. Encourage wild ideas d. Go for quantity or quality e. Be visual f. Stay focused on the topic g. One conversation at a time

rules for brainstorming:

satisfactory

satisficing resolves problems by producing solutions that are ______, as opposed to optimal

negotiated agreements

self-managed work teams with overlapping task boundaries also need to rely on ________

conflict states

shared perceptions among members of the team about the intensity of disagreement over either tasks (i.e., goals, ideas, and performance strategies) or relationships (i.e., personality clashes and interpersonal styles)

"satisfactory is good enough"

simon's normative model: "_______"

-break the ice -dont renient the wheel -communicate a purpose and a plan -play to strengths -clarify decision making -information is essential--make it flow

six actions to help accelerate the development of your team and get it performing sooner rather than later:

communicate a purpose and a plan

six actions to help accelerate the development of your team and get it performing sooner rather than later: -clearly explain the team's purpose and how they will work together. Do more than simply hand out assignments, but instead explain why the team was created, the problem to be solved, and the benefits of success. Describe milestones, or key dates, and the main deliverables

dont reinvent the wheel

six actions to help accelerate the development of your team and get it performing sooner rather than later: -ask team members what has worked in the past. This can help signal respect for their competence and judgment and lead to greater engagement and commitment

mutual interaction and mutual awareness

size of group is limited by the potential for:

increases; widely dispersed

social loafing generally increases as group size ______ and work is more _____

slacking off

social loafing is problematic because it typically involves more than simply _______

identify the problem or opportunity--determining the actual versus the desirable

stage 1 of the rational model of decision making:

life-and-death

stage 1: forming -______ situations can be dangerous

creativity

stage 1: forming -conflict in early stages of the group development process increases ______

generate alternative solutions--both the obvious and the creative

stage 2 of the rational model of decision making

evaluate alternatives and select a solution--ethics, feasibility and effectivness

stage 3 of the rational model of decision making

implement and evaluate the solution chosen

stage 4 of the rational model of decision making

open communication, strong cooperation, and lots of helping behavior

stage 4: performing is characterized by a climate of _________

stage 4: performing

stage of tuck man's five stage model of group development: -Activity during this vital stage is focused on solving task problems, as contributors get their work done without hampering others

stage 3: Norming

stage of tuck man's five stage model of group development: -Groups that make it through Stage 2 generally do so because a respected member, other than the leader, challenges the group to resolve its power struggles so something can be accomplished

stage 5: adjouring

stage of tuck man's five stage model of group development: -The work is done; it is time to move on to other things. The return to independence can be eased by rituals celebrating "the end" and "new beginnings"

stage 2: storming

stage of tuck man's five stage model of group development: -Time of testing. Individuals test the leader's policies and assumptions as they try to determine how they fit into the power structure. Subgroups take shape, and subtle forms of rebellion, such as procrastination, occur

stage 1: forming

stage of tuck man's five stage model of group development: During this "ice-breaking" stage, group members tend to be uncertain and anxious about such things as their roles, the people in charge, and the group's goals. Mutual trust is low, and there is a good deal of holding back to see who takes charge and how

stage 1: Identify the problem or opportunity—determining the actual versus the desirable

stages of the rational model of decision making: -i. Managers have to make decisions regarding opportunities ii. An opportunity represents a situation in which there are possibilities to do things that lead to results that exceed goals ad expectations iii. EX: US medical schools must prepare to produce 5,000 more graduates a year by 2019

Stage 2: Generate alternative solutions—both the obvious and the creative

stages of the rational model of decision making: i. Step where you get to be creative, think outside the box, and share your ideas of how things should be done

contact hypothesis

suggests that the more members of different groups interact, the less intergroup conflict they will experience

-invulnerability -inherent morality -rationalization -stereotyped views of opposition -self-censorship -illusion of unanimity -peer pressure -mindguards

symptoms of groupthink

invulnerability

symptoms of groupthink: -bigger group becomes, more optimistic the group gets--feel like your going to make the right decision

rationalization

symptoms of groupthink: -our ideas are better than anyone else's ideas

inherent morality

symptoms of groupthink: -people in cohesive groups tend to assume people are making ethical decisions

availability heuristic

______ represents a decision makers tendency to base decisions on information that is readily available in memory

positive

in functional conflict, _____ outcomes frequently result

information and skills

virtual teams are very flexible and efficient because they are driven by _______, not by time and location

peer pressure

symptoms of groupthink: if someone questions something, then they are considered a traitor

mind guards

symptoms of groupthink: whenever there is a decision, there are people in the group that have access to things in the group that other people do not have any idea about and that information is controlled. You are going to selectively control what information everyone in the group gets so that you can get the outcome you want

on track; together

task roles keep the group _______ while maintenance roles keep the group _______

requirements of the task at hand

team size should be determined by the:

task groups

teams are _____ that have matured to the performing stage

teamwork competencies

teams collaborate most effectively when companies develop and encourage:

2 and 25

teams range between ____ and ____ team members

goal-directed roles

the task roles of initiator, orienter, and energizer are especially important because they are ________

rational decision making

these constraints include personal characteristics of internal or external resources that reduce ___________

hindsight bias

this bias occurs when knowledge of an outcome influences our belief about the probability that we could have predicted the outcome earlier.

hybrid rewards

those that include team and individual components→ reduced social loafing and improved information sharing

dysfunctional conflict

threatens an organization's interest

-agreement -stronger relationships -learning

three desired outcomes of conflict management

i. It can speed up the decision making process, which is valuable when you are under time constraints ii. It is useful when resources are limited

two benefits of using intuition to make decisions:

apathy and social disconnectedness

two common reasons why individuals loaf:

-holistic hunch -automated experiences

two forms of intuition:

conflict states conflict processes

two groups of intergroup conflict:

teams assemble to accomplish a common task and require collaboartion

two important distinctions between teams and groups:

i. Greater pool of knowledge ii. Different approaches to a problem iii. Greater commitment to a decision iv. Better understanding of decision rationale v. More visible role modeling

advantages of group decision making:

dont assume that overconfident and assertive people have the best recommendations

advice for overconfidence bias?

news media

availability bias can be fueled by ________, which likes to emphasize negative or unusual events, like plane crashes or high-school shootings. this is likely to cause people to overestimate the occurrence of these likely events

overestimate the importance of information we received or thought about

availability heuristic leads us to:

emotions after

how do you want to feel when you're finished? Many people say "relieved" which signifies the stress many of us feel while negotiating.

individuals and as a team

hybrid rewards hold members accountable both as:

judgemental heuristics

represents cognitive shortcuts or biases that are used to simplify the process of making decisions

climate

represents employees' shared perceptions of policies, practices, and procedures

break the ice

six actions to help accelerate the development of your team and get it performing sooner rather than later: -have each member share relevant details about his or her experience. Helps everybody learn what types of skills and abilities the team possesses, and it also facilitates cooperation because team members can use each other's experiences as a shared history, which substitutes for the history that they don't actually have together

i. Harm ii. Rejection iii. Damage to or loss of friendships iv. Anger v. Being seen as selfish vi. Saying the wrong thing vii. Failing viii. Hurting someone else ix. Getting what you want

common reasons for avoiding conflict:

contributes to the team's work

common teamwork competencies: 1. Completed work in a timely manner 2. Came to meetings prepared 3. Did complete and accurate work

expects quality work

common teamwork competencies: 1. Expected team to succeed 2. Cared that the team produced quality work

keeps team on track

common teamwork competencies: 1. Helped team plan and organize work 2. Stayed aware of team members' progress 3. Provided constructive feedback

possesses relevant knowledge, skills, and abilities (KSAs) for team's reposnibilities

common teamwork competencies: 1. Possessed necessary KSAs to contribute meaningfully to the team 2. Applied knowledge and skill to fill in as needed for other members' roles

programmed conflict

conflict that raises different opinions regardless of the personal feelings of the managers

a. Face to face discussions are impractical b. Disagreements and conflict may occur c. Group domination is an issue d. Groupthink is likely

delphi technique is useful when:

learning

desired outcome of conflict management: -functional conflict can promote greater self-awareness and creative problem solving. Like the practice of management itself, successful conflict handling is learned primarily by doing. Knowledge of the concepts and techniques in this chapter is a necessary first step, but there is no substitute for hands-on practice. There are plenty of opportunities to practice conflict management in today's world

stronger relationship

desired outcome of conflict management: -good agreements enable conflicting parties to build bridges of goodwill and trust for future use. Moreover, conflicting parties who trust each other are more likely to keep their end of the bargain

i. Social pressure ii. Few people dominate iii. Goal displacement→ secondary goal is primary motivation for your behavior iv. Groupthink

disadvantages of group decision making:

groupthink

People get involved in something and want it so badly that they start trusting each other and it can have really bad consequences→ NASA

evidence-based decision making

Process of conscientiously using the best available data and evidence when making managerial decisions

a. Work to eliminate specific negative interactions b. Conduct team building to reduce intragroup conflict and prepare for cross-functional teamwork c. Encourage and facilitate friendships via social events d. Foster positive attitudes e. Avoid or neutralize negative gossip f. Practice the above—be a role model

actions recommended to reduce conflict:

pace

best practices to focus your efforts and accelerate your success: -because of different time zones, some projects can receive attention around the clock, as they are handed off from one zone to the next. Requires that both senders and recievers clearly specify what they have completed and what they need in each transfer

communication skills are essential

best practices to focus your efforts and accelerate your success: -because so much communication happens with the written word, virtual team members must have excellent communication skills. They must be able to write well-in-easy-t-understand and to-the-point language.

availability

best practices to focus your efforts and accelerate your success: -managers and remote workers all need to know when people can be reached, where, and how. Let people know and make yourself available

-subconsciously decides something even before investigating why it is the right decision, for example, making a snap decision to purchase a particular smartphone -seeks information that supports purchasing this particular phone while discounting information that does not

confirmation bias has two components: the decision maker....

intergroup conflict

conflict among work groups, teams, and departments is a common threat to individual and organizational effectiveness

real or imagined

conflict and issues can be ____ or _____

-change in tactics -number of issues grows -issues move from specific to general -number of parties grows -goals change

conflict escalation often exhibits five characteristics:

satisficing

consists of choosing a solution that meets some minimum qualifications, one that is "good enough"

counterproductive

coordinating groups bigger than 9 or fewer members becomes too difficult, if not ______

we get overconfident about our foresight, which leads to bad decisons

danger of hindsight bias:

10

effective teams have fewer than ____ members

organizational functions

function that formal groups fulfill: -i. Accomplish complex, interdependent tasks that are beyond the capabilities of individuals ii. Generate new or creative ideas and solutions iii. Coordinate interdepartmental efforts iv. Provide a problem-solving mechanism for complex problems requiring varied information and assessments v. Implement complex decisions vi. Socialize and train newcomers

to make improvements that change conditions from their current state to a more desirable one--this requires you to diagnose the causes of the problem (or the nature of the opportunity)

goal of the first stage of the rational model of decision making

delphi technique

group process that anonymously generates ideas or judgments from physically dispersed experts

distributive negotiation

haggling over the price of a car is a ________

clarify decision making

six actions to help accelerate the development of your team and get it performing sooner rather than later: -think about and explain how you approach decisions making in dealing with conflicts. Decisions will affect the team's final product, for example, are often handled by the team leader. Beware, however, not to interfere in decisions that should be made within the team

b. Step 1: proposed course of action is generated c. Step 2: assumptions underlying the proposal are identified d. Step 3: conflicting counterproposal is generated based on different assumptions e. Step 4: advocates of each position present and debate the merits of their proposals before key decision makers f. Step 5: the decision to adopt either position, or some other position g. Step 6: the decision is monitored

steps of dialectic method:

i. Leadership becomes a shared activity ii. Accountability shifts from strictly individual to both individual and collective iii. The group develops its own purpose or mission iv. Problem solving becomes a way of life, not a part-time activity v. Effectiveness is measured by the group's collective outcomes and products

successful teams tend to take on a life of their own. a group becomes a team when the following criteria are met:

i. Each member should be assigned the role of critical evaluator ii. Top-level executives should not use policy committees to rubber-slamp decisions that have already been made iii. Different groups with different leaders should explore the same policy questions iv. Managers should encourage subgroup debates and bring in outside experts to introduce fresh perspectives v. Someone should be given the role of devil's advocate when discussing major alternatives. vi. Once a consensus is reached, everyone should be encouraged to rethink their position

techniques for preventing groupthink:

common commitment

the essence of a team is _______. without it, groups perform as individuals. with it, they become a powerful unit of collective performance

-stop ignoring a conflict -act decisively to improve the outcome -make the path to resolution open and honest -use descriptive language instead of evaluation -make the process a team-building opportunity -keep the upside in mind

when you are tempted to avoid conflict, you may be well served to do the following instead:

defend or criticize ideas

Challenge of programmed conflict is to get contributors to either _______ ideas based on relevant facts rather than on the basis of personal preference or political interests

wages, hours, and working conditions

Common examples include labor-management negotiations over ________ and negotiations between supply chain specialists and vendors involving price, delivery schedules, and credit terms

decision support systems

Computer-based interactive systems that help decision makers use data and models to solve unstructured problems

social; cognitive

Conflicts can be _____ (between the expectations of your boss and those of your professor) or they can be _____ (your thoughts about school interfere with work or vice versa)

preferences

If you understand your own _______, you can set yourself up to win in future groups, as you can volunteer or position yourself to play the roles you prefer

escalation of commitment bias

Investing more money into an old or broken car and putting more effort into improving a personal relationship that is filled with conflict is an example of what bias?

hindsight bias

Investors prone to this bias will confidently think they are predicting good investment opportunities, on the basis of such experiences, only to find out that they invested in dogs

non-rational models of decision making

Typically builds on assumptions that decision making is uncertain, that decision makers do not possess complete information, and that managers struggle to make optimal decisions

make the process a team-building opportunity

When you are tempted to avoid conflict, you may be well served to do the following instead: -if the problem affects the team, then it may be beneficial to approach the conflict and its solution as a team. Such resolutions may improve relationships in such a way that the team functions even better than it did before the conflict

make the path to resolution open and honest

When you are tempted to avoid conflict, you may be well served to do the following instead: -involve all relevant parties, collect information, and determine a desired outcome. Doing so helps resolve misunderstandings and focuses everybody on the end state instead of wallowing in the (alleged) offenses

brainstorming

_____ is a common technique used by both individuals and groups to generate potential solutions

representative heuristic

______ is used when people estimate the probability of an event occurring

delay

______ only causes the problem, real or perceived, to fester. Addressing a conflict in short order can help unveil misunderstandings or simple oversights before they grow into something more or spread

individual functions

function that formal groups fulfill: i. Satisfy the individual's need for affiliation ii. Develop, enhance, and confirm the individual's self-esteem and sense of identity iii. Give individuals an opportunity to test and share their perceptions of social reality iv. Reduce the individual's anxieties and feelings of insecurity and powerlessness v. Provide a problem-solving mechanism for personal and interpersonal problems

adapt communication

best practices to focus your efforts and accelerate your success: -learn how the various remote workers function, including their preferences for email, texts, and phone calls. It often is advisable to have regularly scheduled calls. Be strategic and talk to the right people, at the right times, about the right topics. Don't just blanket everybody via email—focus the message. Accommodate the different time zones in a fair and consistent manner

normative model

makes it difficult for managers to identify all possible alternative solutions

flexspace

such as telecommuting, is when policies enable employees to do their work from the different locations besides the office (coffee shops, home, or the beach)

a. Set minimum targets for performance and have decision makers compare their performance against these targets b. Regularly rotate managers in key positions throughout a project c. Encourage decision makers to become less ego-involved with a project d. Make decision makers aware of the costs of persistence

what actions reduce the escalation of commitment?

hot buttons

what can throw you off balance? Some people seem eternally patient, while others frustrate easily. Know your own tendencies and be sure to manage them appropriately

managing emotions

what can you do in advance to put yourself in the ideal emotional state?

frame decision questions in alternative ways

what is encouraged to avoid framing bias?

conscious analysis

when you have years of experience driving a car, you react to a variety of situations without ______

integrative negotiation

where an agreement can be found that is better for both parties than what they would have reached through distributive negotiation

entrepreneurs

who especially falls prey to overconfidence bias when deciding to start and sustain new ventures?

work interference with family and family interference with work

work family conflict can take two distinct forms:

devils advocacy

involves assigning someone the role of critic

evidence-based decision making

making decisions using hard evidence

escalation of commitment bias

refers to the tendency to stick to an ineffective course of action when it is unlikely that the bad situation can be reversed.

framing bias

relates to the manner in which a question is posed or framed.

automated experiences

represent a choice that is based on a familiar situation and a partially subconscious application of previously learned information related to that situation

holistic hunch

represents a judgment that is based on a subconscious integration of information stored in memory.

-herbert simon's normative model and the intuition model

two non-rational models are:

group

two or more freely interacting individuals who share norms and goals and have common identity

devils advocacy dialectic method

two techniques of programmed conflict

i. Tool to enhance your self-awareness ii. Use these competencies as a way to measure your performance and the performance of other members of your team

two ways to have knowledge of teamwork competencies:

a. Encourager b. Harmonizer c. Compromiser d. Gatekeeper e. Standard setter f. Commentator g. Follower

types of maintenance roles:

a. Initiator b. Information seeker/giver c. Opinion seeker/giver d. Elaborator e. Coordinator f. Orienter g. Evaluator h. Energizer i. Procedural technician j. Recorder

types of task roles:

apathy

uninterested in the tasks, don't care about their grade, and/or are unconcerned about the effect of their poor work on others

distributive negotiation

usually involves a single issue—a "fixed pie"—in which one person gains at the expense of another

virtual teams

work together over time and distance via electronic media to combine effort and achieve common goals

incivility

any form of socially harmful behavior, such as aggression, interpersonal deviance, social undermining, interactional injustice, harassment, abusive supervision, and bullying

emotions

are an integral part of the human experience and part of most everything we do.

select the right people

best practices to focus your efforts and accelerate your success: -the best virtual workers tend to be those who thrive in interdependent work relationships...[and] are self-reliant and self-motivated...virtual work requires independent thought and willingness to take initiative. Those who tend to struggle in virtual team situations are people who wait for instructions and want to be told what to do

develop productive relationships with key people on the team

best practices to focus your efforts and accelerate your success: -this may require extra attention, communication, and travel, but do what it takes. Key people are the ones you can lean on and the ones that will make or break the team assignment

share the love

best practices to focus your efforts and accelerate your success: -use your company's intranet or other technology to keep distributed workers in the loop. Acknowledging birthdays and recognizing accomplishments are especially important for those who are not in the office

agreement

but at what cost? Equitable and fair agreements are best. An________ leaves one party feeling exploited or defeated will tend to breed resentment and subsequent conflict

dialectic method

calls for managers to foster a structured debate of opposing viewpoints prior to making a decision

ideal emotions

challenge for you is to realize which will best suit your objectives and be mindful of them while negotiating

big data

i. Reflects the vast quantity of data available for decision making used to create a competitive advantage by: 1. Making information transparent and usable 2. Allowing organizations to measure and collect all types of performance information to enhance productivity 3. Allowing for more narrow segmentation of customers 4. Being used to develop new products

escalation

ignoring or working around a conflict won't make it go away and may cause further ______. Instead, bring both sides together to address the issues

"feels right"

in holistic hunch, may not be able to explain why they want to make a certain decision, except that the choice "______"

beneficial

in the stage 1: forming stage, time in group development where some conflict among group members is _________

win-win

integrative negotiation calls for a progressing _______ strategy

personality conflict

interpersonal opposition based on personal dislike or disagreement

-automatic, involuntary and mostly effortless -controlled, voluntary and effortful

intuition is represented by two distinct processes:

expertise and feelings

intuitive processes are influenced by two sources:

team

is "a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable"

team building

is a catchall term for a host of techniques aimed at improving the internal functioning of work groups

functional conflict

is commonly referred to in management circles as constructive or cooperative conflict and is characterized by consultative interactions, a focus on the issues, mutual respect, and useful give and take

framing

is important because it shows that our decisions are influenced by the manner in which a problem or question is framed.

negotiation

is the give-and-take decision-making process involving two or more parties with different preferences

anchoring bias

is the population of Iraq greater than 40 million? What's your best guess about the population of Iraq? Was your answer to the second question influenced by the number 40 million suggested by the first question? If yes, you were affected by the:

social loafing

is the tendency for individual effort to decline as group size increases

adjourning stage

leaders need to emphasize valuable lessons learned during the ________

a. Incompatible personalities or value systems b. Overlapping or unclear job boundaries c. Competition for limited resources d. Unreasonable or unclear policies, standards, or rules e. Organizational complexity (conflict tends to increase as the number of hierarchical layers and specialized tasks increases) f. Interdependent tasks (e.g., one person cannot complete his or her assignment until others have completed their work) g. Inadequate communication h. Interdepartment/intergroup competition i. Unreasonable deadlines or extreme time pressure j. Decision making by consensus (dissenters may feel coerced) k. Collective decision making (the greater the number of people participating in a decision, the greater the potential for conflict) l. Unmet expectations (employees who have unrealistic expectations about job assignments, pay, or promotions are more prone to conflict)

most common causes of conflict:

-integrating (problem solving) -obliging (smoothing) -dominating -avoiding -compromising

most frequent styles of conflict handling:

avoiding

most frequent styles of conflict handling: -with an ______ style, passive withdrawal from the problem and active suppression of the issue are common.

effective team building

necessary for effective teams to be built and start performing in real time

roles

norms are more encompassing than _______--shared phenomena and apply to the group, team, or organization level

anchoring bias

occurs when decision makers are influenced by the first information received about a decision, even if it is irrelevant. Bias happens because initial information, impressions, data, feedback, or stereotypes anchor our subsequent judgments and decisions

limited capacity of the human mind, personality, and time constraints

personal characteristics include:

storming

reason some CEO's don't survive is because they never get beyond the ______ stage

psychologically safe climate

refers to a shared belief held by team members that the team is a safe place for interpersonal risk taking and captures a sense of confidence that the team will not embarrass, reject or punish someone for speaking up

play to strengths

six actions to help accelerate the development of your team and get it performing sooner rather than later: -set individuals and the larger team up to win. This means match individual members' skills to responsibilities and goals of the team. Fit is likely to lead to higher performance and show that you were listening to individuals and care about their success

g. Stage 4: Implement and Evaluate the Solution Chosen

stages of the rational model of decision making: -i. Once solution is chosen, it need implementations ii. After implementations, stakeholders need to evaluate how effectively the solution solves the problem iii. Solution should eliminate or significantly reduce the difference between the earlier, actual problem state and the desired outcome iv. If gap is not closed→ implementation fails and either the problem was incorrectly identified or the solution was inappropriately conceived or executed v. If it fails→ management should consider implementing one of the previously identified, but untried, solutions vi. Process can continue until all feasible solutions have been tried or the problem has changed

Stage 3: Evaluate alternatives and select a solution—ethics, feasibility, and effectiveness

stages of the rational model of decision making: i. Need to evaluate alternatives in terms of several criteria 1. Costs 2. Is it ethical? → If not, don't consider it 3. Is it feasible? → If time is an issue, costs are high, resources are limited, technology is needed, or customers are resistant, for instance, then the alternative is not feasible 4. Will it remove the causes and solve the problem?

a. Step 1: a proposed course of action is generated b. Step 2: devil's advocate (individual or group) is assigned to criticize the proposal c. Step 3: critique is presented to key decision makers d. Step 4: any additional information relevant to the issues is gathered e. Step 5: the decision to adopt, modify, or discontinue the proposed course of action is taken f. Step 6: the decision is monitored

steps of devils advocacy:

illusion of unanimity

symptoms of groupthink: no one should speak up

self-censorship

symptoms of groupthink: people in cohesive groups tend to be confirmative—tend to not question things or speak up about things

stereotyped views of opposition

symptoms of groupthink: see people as less than you—if all of us want this, then everyone who doesn't want this is not as knowledgeable as us