Org Man Test 3

Common Negotiation Errors

- Accepting the first offer made - Letting egos get in the way - Having unrealistic expectations - Getting overly emotional - Letting past negative outcomes affect present ones

Ways to Manage Conflict

- Change the Structure - Change the composition of the team - Create a common opposing force - Consider Majority Rule - Problem solve - Consider the role of mood

Individual Decision Making Cons

- Fewer ideas - Identifying the best individual can be challenging - Possible to put off making decisions if left alone to do it

Communication Barriers

- Filtering - Selective Perception - Emotional Disconnect - Information Overload/Illusion of Multitasking - Workplace Gossip - Semantics - Gender Differences - Lack of Source Familarilty

Questions to ask yourself to assess the ethics of a decision:

- Is the decision fair? - Will I feel better or worse about myself after I make this decision? - Does this decision break any organizational rules? - Does this decision break any laws? - How would I feel if this decision were broadcast on the news?

Potential causes of conflict

- Organizational structure - Limited resources - Task interdependence - Incompatible goals - Personality goals - Personality differences - Communication Problems

Factors that affect group cohesion

- Similarity - Stability - Size - Support - Satisfaction

Group Decision Making Cons

- Takes longer - Group dynamics such as groupthink can occur - Social loafing-harder to identify responsibility for decisions

3 main functions of Communication

- Transmit Information - Sharing emotions - Coordination

Individual Decision Making Pros

- Typically faster than group decision making - Best individual in a group usually outperforms the group - Accountability is easier to determine

3 types of Communication

- Verbal - Non Verbal - Written

Group Decision Making Pros

- diversity of ideas and can piggyback on others ideas - greater commitment to ideas - interaction can be fun and serves as a team building task

Types of Decisions

- programmed decisions - nonprogrammed decisions - strategic decisions - tactical decisions - operational decisions

Common Problems Faced by Teams

-Challenges Knowing Where to Begin -Dominating Team Members -Poor Performance of Team Members -Poorly Managed Team Conflict

Conflict- Handling Styles

1. Avoiding 2. Accommodating 3. Forcing 4. Compromising 5. Collaborating

Negotiation Strategies

1. Distributive Approach 2. Integrative Approach 3. Non-Verbal

Steps in the Rational Decision-Making Model

1. Identify the problem 2. Establish decision criteria 3. Weigh decision criteria 4. Generate alternatives 5. Evaluate the alternatives 6. Choose the best alternative 7. Implement the decision 8. Evaluate the decision

The 5 Phases of Negotiation

1. Investigation 2. Determine your BATNA 3. Presentation 4. Bargaining 5. Closure

The Creative Decision-Making Process

1. problem recognition 2. immersion 3. incubation 4. illumination 5. verification and application

SCAMPER

A checklist tool that helps you think of changes can make to an existing marketplace to create something new

Team

A cohesive coalition of people working together to achieve mutual goals

Group

A collection of individuals who interact with each other such that one person's actions have an impact on the others

Collaborating

A conflict-handling style that is high on both assertiveness and cooperation. HIGHLY EFFECTIVE

Competing

A conflict-handling style that is highly assertive but low on cooperation.

Accommodating

A cooperative and unassertive conflict-handling style.''

Analysis Paralysis

A decision making process in which more and more time is spent on gathering information and thinking about it, but no decisions actually get made

Majority Rule

A decision-making rule in which each member of the group is given a single vote, and the option receiving the greatest number of votes is selected.

Delphi Technique

A group process that utilizes written responses to a series of questionnaires instead of physically bringing individuals together to make a decision.

Collective Efficacy

A group's perception of its ability to successfully perform well

After action review

A meeting conducted at the end of a project or event, where team members discuss what went right, what went wrong, and what could have been done differently. Commonly used alternative names include "retrospective meeting", "de-brief meeting", or post mortem

Compromising

A middle-ground conflict-handling style, in which a person has some desire to express their own concerns and get their way but still respects the other person's goals as well.

Storytelling

A narrative account of an event or events

Communication

A process by which information is exchanged between individuals through a common system of symbols, signs or behavior

Mediation

A process in which an outside third party (the mediator) enters the situation with the goal of assisting the parties to reach an agreement.

Brainstorming

A process of generating ideas that follows a set of guidelines, including not criticizing ideas during the process, the idea that no suggestion is too crazy, and building on other ideas (piggybacking).

Arbitration

A process that involves bringing in a third party, the arbitrator, who has the authority to act as a judge and make a binding decision to which both parties must adhere.

Conflict

A process that involves people disagreeing

Negotiation

A process whereby two or more parties work toward an agreement.

Rational Decision-making Model

A series of steps that decision makers should consider if their goal is to maximize their outcome and make the best choice

Idea quotas

A set number of ideas a group must reach before they are done with brainstorming

Jargon

A set of acronyms or words unique to a specific group or profession

Decision Criteria

A set of parameters against which all of the potential options in decision making will be evaluated.

Product development teams

A team in charge of designing a new product

Nominal Group Technique (NGT)

A technique designed to help with group decision making by ensuring that all members participate fully.

Groupthink

A tendency to avoid a critical evaluation of ideas the group favors; most common in highly cohesive groups

Interpersonal Conflict

A type of conflict between two people

Task force

A type of temporary team which is asked to address a specific issue or problem until it is resolved

Wild-storming

A variation of brainstorming in which the group focuses on ideas that are impossible and then imagines what would need to happen to make them possible.

Premortem

A way to imagine what might go wrong and avoid it before spending a cent or having to change course along the way

The sales meeting will be held in Napa Valley this year, and based on her performance, Nia should be attending. But after learning that a coworker wants to go because her sister lives nearby, Nia agrees to wait until next year. What conflict strategy strategy? Accommodation Compromise Competition Collaboration

Accommodation

Bounded Rationality Model

According to this model, individuals knowingly limit their options to a manageable set and choose the first acceptable alternative without conducting an exhaustive search for alternatives.

Team Contract

Agreements on established ground rules, goals, and roles

As a group leader, effective counteractions to social loafing you should employ include - Defining each members tasks in front of the group - Assigning engaging and rewarding tasks - Making sure individual members feel need - All of the above

All of the above

Integrative Approach

An approach to negotiation in which both parties look for ways to integrate their goals under a larger umbrella.

Avoiding

An uncooperative and unassertive conflict-handling style.

Process Loss

Any aspect of group interaction that inhibits group functioning

Noise

Anything that interferes with or distorts the message being transmitted

Intuitive Decision-Making Model

Arriving at decisions without conscious reasoning. The model argues that in a given situation, experts making decisions scan the environment for cues to recognize patterns.

Decision Rule

Automated response to problems that occur rountinely

Programmed decisions

Choices that occur frequently enough that we develop an automated response to them.

A group where there is a great deal of camaraderie is a group experiencing - High task commitment - Cohesion - Social loafing - Collective efficacy

Cohesion

In traditional manager-led teams, greater levels of hierarchy tend to lead to greater - Conflict - Effectiveness - Empowerment - Member satisfaction

Conflict

Intrapersonal conflict

Conflict that arises within a person

Intergroup conflict

Conflict that takes place among different groups, such as different departments or divisions in a company, or between union and management, or between companies, such as companies who supply the same customer

Intragroup conflict

Conflict that takes place among members of a group

Idea-generation tasks

Creative tasks such as brainstorming a new direction or creating a new process

If psychological safety can be established for a team, the benefits will include: A. Happier employees B. Higher profits C. Longer meetings D. Improved performance

D. Improved Performance

Tactical Decisions

Decisions about how things will get done

Operational Decisions

Decisions employees make each day to make the organization function

Strategic Decisions

Decisions that are made to set the course of an organization

Non-programmed decisions

Decisions that require conscious thinking, information gathering, and careful consideration of alternatives

Decision trees

Diagrams where answers to yes or no questions lead decision makers to address additional questions until they reach the end of the tree.

Ways to resolve disagreements should they occur

Disagree early Disagree often Take the edge off disagreement Choose a safe word Try to disagree in real time

Crucial Conversations

Discussions in which the stakes are high, opinions vary, and emotions run strong

Concessions

Giving up one thing to get something else in return

High group cohesion, high task commitment

High performance

Flexibility

How different the ideas are from each other. If individuals are able to generate several unique solutions to a problem, they are high on flexibility

Originality

How unique a person's ideas are.

Symptoms of Groupthink

Illusion of vulnerability Collective rationalization Unquestioned belief in morality Stereotyped views of outgroups Direct pressure on arguers Self-Censorship Illusions of unanimity Self appointed mind-guards

Sequential interdependence

In a team, when one person's output becomes another person's input

Alternative Dispute Resolution (ADR)

Includes mediation, arbitration, and other ways of resolving conflicts with the help of a specially trained, neutral third party without the need for a formal trial or hearing.

Group Decision Support Systems (GDSS)

Interactive computer-based systems that are able to combine communication and decision technologies to help groups make better decisions.

Role ambiguity and role conflict are examples of what A. Intergroup conflict B. Interpersonal conflict C. Intra personal conflict D. Intra group conflict

Intra personal conflict

High group cohesion, low task commitment

Low performance

Low group, low task commitment

Low performance

Formal work group

Made up of managers, subordinates, or both with close associations among group members that influence the behavior of individuals in the group

Decision Making

Making choices among alternative courses of action, including action

Which statement is accurate regarding the relationship between conflict and performance? A. Low conflict leads to medium performance B. Medium conflict leads to high performance C. High conflict leads to high performance D. Low conflict leads to high performance

Medium conflict leads to high performance

Research on team size suggests A) groups larger than 20 members are highly effective. B) teams with fewer members are less effective at working through differences. C) most have fewer than 10 members, but match size to team goals D) there is little relationship between team size and performance.

Most have fewer than 10 members, but match size to team goals

Crowdsourcing

Outsourcing a problem to a large group

Low group cohesion, high task commitment

Performance ranges depending on a number of factors

Alternatives

Possible solutions to a problem in the decision making process

Public Relations

Professionals who create external communications about a client's product, services, or practices for specific receivers

Forming-storming-norming-performing model

Proposed by Bruce Tuckman in 1965 and involved a four-stage map of group evolution; very linear

Consensus

Reaching a general agreement

Ethical Champions

Refer to team members who step up to champion an ethical decision in their team.

Problem Solving Tasks

Refers to coming up with plans for actions and making decisions

Multitasking

Refers to performing more than one activity at the same time

Conflict management

Resolving disagreements effectively

The personal filtering of what we see and hear so as to suit our needs is

Selective Perception

The individual originating a message is called the

Sender

Norms

Shared expectations about how things operate within a group or team

Devil's Advocate

Someone who is assigned the role of challenging and questioning the group. This person may prevent the group from premature agreement.

Performing

Stage when participants are not only getting the work done, but they also pay greater attention to how they are doing it

Norming

Stage when participants find it easy to establish their own ground rules (or norms) and define their operation procedure and goals

Storming

Stage when participants focus less on keeping their guard up as they shed social facades, becoming more authentic and more argumentative

Forming

Stage when the group comes together

BATNA

Stands for the "best alternative to a negotiated agreement." BATNA is an indicator of how much power one has in the negotiation

Knowledge Management Systems

Systems for managing knowledge in organizations, supporting creation, capture, storage, and dissemination of information.

Production Tasks

Tasks that include actually making something such as a building, product, or a marketing plan

Reciprocal interdependence

Team members working on each task simultaneously

Top management teams

Teams appointed by CEO and, ideally, reflect the skills and areas that the CEO considers vital for the company

Empowered teams

Teams that have the responsibility as well as the authority to achieve their goals.

Cross-functional teams

Teams that involve individuals from different parts of the organization staff

Self-managed teams

Teams that manage themselves and do NOT report directly a supervisor. Instead, team members select their own leader, and they may even take turns in the leadership role

Virtual teams

Teams where members are not located in the same physical place

Traditional manager-led teams

Teams where the manager serves as the team leader

Communication Channels

The channel or medium used to communicate a message affects how accurately the message will be delivered.

Cohesion

The degree of camaraderie within the group

Task interdependence

The degree that team members are dependent upon one another to get information, support, or materials from other team members to be effective

Filtering

The distortion or withholding of information to manage a person's reactions

Adjourning phase

The fifth and final stage later added to the Tuckman model

Investigation

The first step in negotiation in which information is gathered

Bargaining

The fourth phase of negotiation in which parties discuss their goals and seek agreement

Creativity

The generation of new ideas that are original, fluent, and flexible.

Grapevine

The informal gossip network within a given organization

Closure

The last part of negotiation in which you and the other party have either come to an agreement on the terms, or one party has decided that the final offer is unacceptable and therefore must be walked away from.

Semantics

The meaning of a word or phrase

Medium

The method using to convey a sender's message Phone, Email, In person, Instant message

Fluency

The number of ideas a person is able to generate

Sender

The person initiating a communication

Receiver

The person who a message is intended to reach

Selective Perception

The personal filtering of what we see and hear to suit our own needs

Decode

The process of assigning meaning to a received message

Social Loafing

The tendency of individuals to put in less effort when working in a group context

In group bias

The tendency to favor the group to which one belongs

Punctuated equilibrium

The theory that change within groups occurs in rapid, radical spurts rather than gradually over time

Presentation

The third phase of the negotiation in which the information is assembled in a way that supports one's position

Distributive Approach

The traditional fixed-pie approach in which negotiators see the situation as a pie that they have to divide between them.

Encode

The translation of ideas into words

Satisfice

To accept the first alliterative that meets minimum criteria

Informal work groups

Two or more individuals who are associated with one another in ways not prescribed by the formal organization

Pooled interdependence

When team members may work independently and simply combine their efforts to create the team's output

Outcome interdependence

When the rewards that an individual receives depend on the performance of others

Which assertion regarding Gersick's punctuated equilibrium model is accurate? - The model views group development as a linear process - Generally, groups are dynamic in their orientation - For most periods of time in groups, change is substantial and continuous - While disruption, chaos, and conflict are inevitable in a group, they can represent opportunities for innovation

While disruption, chaos, and conflict are inevitable in a group, they can represent opportunities for innovation

Which statement about listening is correct? - Listening takes practice and concentration - Effective Listening has a behavioral and an emotional component - Active listening creates a real time relationship between the sender and the receiver

all of the above