SM131 Mod 3

Blind Spots

Areas in which one fails to exercise judgement or discrimination

6. An ethical framework should meet all of the following criteria, EXCEPT: A. Be consistent B. Be dynamic C. Be practical D. Make sense E. Be authentic

B. Be dynamic

15. Studies have shown that the number 1 driver impacting unethical behavior in organizations is: A. Formal organization policy B. Behavior of superiors C. Society's moral climate D. Ethical norms in the industry E. Behavior of peers

B. Behavior of superiors

3. What are the 4 Structure considerations of an organization that will assist in managing people? A. Communications, Incentives, Promotion, Challenge B. Communication, Power, Incentives, Culture C. Power, Incentives, Control, Culture D. Incentives, Autonomy, Professional Development, Environment E. Promotion, Challenge, Incentives, Culture

B. Communication, Power, Incentives, Culture

4. Humans sometimes behave unethically out of self-interest. This phenomenon is called: A. Irrationality B. Motivated blindness C. Risk avoidance D. Attribution bias E. Bounded rationality

B. Motivated blindness

13. Which is not a managerial competency needed to manage people? A. Interpersonal skills B. Trainings skills C. Analytical thinking skills D. Strategic insights skills E. These are all needed managerial competencies

B. Trainings skills

13. Most ethical dilemmas fall in the following categories or patterns, Except: A. "Truth versus loyalty" B. "Justice versus mercy" C. "Money versus people" D. "Individual versus community" E. "Short term versus long term"

C. "Money versus people"

14. Which statement is true: A. GVV is rational and theoretical ethics B. GVV is emotional and theoretical ethic C. GVV is rational and practical ethics D. GVV is emotional and practical ethics E. They are all true

C. GVV is rational and practical ethics

1. In GVV, Gentile advocates that people should ask the following question: A. How do I get everyone to change their positions? B. How can I convince everyone I am right? C. How will I act on my values? D. How do I select what is the right thing to do? E. How do I know if I am wrong?

C. How will I act on my values?

12. The goal of the virtue approach to ethics is to: A. Make sure that society is benefits B. Take the actions that does infringe on others' rights C. Make sure that I live up to my best self D. Create the most benefits over harm for the most stakeholders E. Make sure people are not affected unfairly

C. Make sure that I live up to my best self

14. Which of the following is NOT a suggestion for managers who want to use cultural fit in a more productive way: A. Communicate and clear and consistent idea of what the organization's culture is B. Require limits on how much 'fit' can influence hiring C. Make sure the definition of the right candidate is closely aligned with managers' personal values D. Create formal procedures for measuring fit E. Fit should be based on data driven analysis of what types of values, traits and behaviors predict on the job success

C. Make sure the definition of the right candidate is closely aligned with managers' personal values

1. Which of the following NOT a typical management failure we experience at work? A. Our voices are not heard B. Most employees think leaders are not inspiring C. Most leaders think they are not inspiring D. Cannot persuade my colleagues E. Teammates don't care enough

C. Most leaders think they are not inspiring

9. Elizabeth Holmes supposedly created the technology to test and pre-diagnose illnesses with only a few drops of blood. The company she started was called Theranos. She was so confident in her technology that she was able to raise millions of dollars from investors. However, she never allowed the scientific community to test her product and ultimately it was revealed that the technology did not work and her company committed fraud. Investors in her business fell victim to which type of cognitive bias? A. Zero-risk bias B. Information bias C. Pro-innovation bias D. Information bias E. Bandwagon bias

C. Pro-innovation bias

5. Georgia's boss, Stanley, recently turned her down for a promotion at work because he assumed that as a woman, Georgia would prioritize her role as a wife and mother over a high-paying career. In this way, Stanley has engaged in the cognitive bias known as: A. Bandwagon effect B. Confirmation Bias C. Stereotyping Bias D. Information Bias E. Conservatism Bias

C. Stereotyping Bias

10. Which one is not an example of middle management? A. Plant managers B. Division managers C. Supervisors D. Department managers E. These all are examples of middle management

C. Supervisors

3. Making ethical decisions is hard because: A. The human mind is not designed to make thoughtful decisions B. We are not used to making decisions C. There can be many contextual factors that interfere in the decision making process D. We face too many ethical dilemmas in our everyday lives E. Most of us cannot agree on what is right and what is wrong

C. There can be many contextual factors that interfere in the decision making process

1. Recognize an ethical issue

Could issue damage someone? Is it about more than what's legal/efficient? Decision b/w 2 good, 2 bad, or 1 good + 1 bad option?

16. Which of the following is not a common mistake in Talent analytics? A. Using analytics to hire lower-level people but not when assessing senior level B. Failing to monitor changes in organizational priorities. C. Relying on just a few metrics to evaluate employee performance D. Accepting less than 100% accuracy on data collected E. Keeping a metric live when it has no clear business reason for being

D. Accepting less than 100% accuracy on data collected

8. When they are different from your peers, an employee will: characteristic of the culture: A. Be more satisfied B. Be drawing from a similar knowledge base C. Have less potential for conflict D. Be more creative E. Fit in faster

D. Be more creative

7. From the perspective of an employee, what is a benefits of a strong organizational culture: A. The ability to take advantage of educational opportunities B. Knowledge that there are promotional opportunities C. The organization has a sense of control over how employees interact D. Feel comfortable enough to thrive in the organization E. Have strong mentorship programs

D. Feel comfortable enough to thrive in the organization

11. The goal of the common good approach to ethics is to: A. Make sure people are not affected unfairly B. Create the most benefits over harm for the most stakeholders C. Take the actions that does infringe on others' rights D. Make sure that society is benefits E. Make sure that I live up to my best self

D. Make sure that society is benefits

12. Which of the following is not a key Take-a-way from the lecture: A. Managers today need more than interpersonal skills they need strategic thinking and analytical skills. B. Diverse and Inclusive workplaces require cultures that celebrate differences C. Leaders can balance and achieve multiple goals by designing optimal organizational structures D. Managing people is mainly common sense, we just need to practice more E. Organizational Culture has many elements, which shape how employees do their work

D. Managing people is mainly common sense, we just need to practice more

10. All of the followings are ethical approaches grounded in philosophical thinking that we discussed in the lecture, EXCEPT A. Utilitarian approach B. Virtue approach C. Rights approach D. Moral approach E. Common good approach

D. Moral approach

11. Which of the following is NOT a potential lever that can be used in crafting your GVV. A. Consider an ally B. Consider the firm's wider purpose C. Provide actionable alternatives D. Position yourself as a conservative agent E. Assume the audience is pragmatic

D. Position yourself as a conservative agent

4. Which of the following is NOT one of the seven Pillars of GVV A. Reasons & Rationalization B. Purpose C. Voice D. Self-Awareness E. Choice

D. Self-Awareness

9. Ethical tests are useful to clarify what the most prudent course of action should be. All the followings are ethical tests, EXCEPT: A. Common sense test B. Gag Test C. Purified idea test D. Sins test E. Big four test

D. Sins test Feedback: Correct, it can be found in the reading: Chapter 8, p. 239

9. Which of the following is a symptom of "Lazy Management"? A. Tendency for managers to blame low performance on lack of training B. Tendency for managers to look for key employees to solve problems quickly C. Tendency for managers to blame organizational problems on lack of resources D. Tendency for managers to look for quick fixes to complex retention problems E. Tendency for managers to overlook key cultural artifacts that would help build

D. Tendency for managers to look for quick fixes to complex retention problems

unethical decisions

Decisions that are dishonest, unfair and unjust and costly for you, your community and your business

5. GVV pillars 4-6 (Normalization, Self Knowledge & Alignment, and Voice) are most closely aligned with which of the 3 A's of Business Ethics process A. Apathy B. Awareness C. Analysis D. Activity E. Action

E. Action

10. It is important to consider what is at stakes for the parties you are trying to influence in the GVV approach. Which is the question you should consider? A. What is important to them? B. Who has a stake in the outcome of your decision? C. What are the motivations of each stakeholder? D. How much power does each hold? E. All of the above are aspects to be considered?

E. All of the above are aspects to be considered?

8. To recognize an ethical issue, once must ask the following question: A. Does this decision involve more than what is legal? B. Does this decision involve a choice between a good and bad alternative? C. Does this decision involve a choice between two goods alternatives? D. Does this decision involve a choice between two bad alternatives? E. All of the above are potential ethical issues

E. All of the above are potential ethical issues

3. What are the 3 A's of GVV process? A. Action, Analysis and Attraction B. Action, Appearance and Analysis C. Awareness, Appearance and Activity D. Analysis, Awareness and Attraction E. Awareness, Analysis and Action

E. Awareness, Analysis and Action

1. What is it called when even if we try to behave ethically, it is difficult to do so based on many reasons? A. Ethical fading B. Blind Spots C. CSR D. Greenwashing E. Bounded ethicality

E. Bounded ethicality

10. What is it called when we no longer see the ethical implications of our business decisions? A. Blind Spots B. Bounded ethicality C. Greenwashing D. CSR E. Ethical fading

E. Ethical fading

13. The rights approach to ethics is often associated with: A. Jean-Baptiste Rousseau B. Aristotle C. John Rawls D. Jeremy Bentham E. John Locke

E. John Locke

2. Bex works in a law office as a receptionist and is confronted with an ethical dilemma. She was recently exposed to someone who tested positive for COVID-19 but she does not suffer from any symptoms. She fears getting tested because she would rather not receive bad news. In terms of the 20 cognitive biases that get in the way of good decision-making, this is an example of: A. Confirmation Bias B. Zero-risk Bias C. Placebo Effect D. Conservatism Bias E. Ostrich Effect

E. Ostrich Effect "Decision to ignore dangerous/negative information by burying ones head in the sand like an ostrich."

3. Tiffany cheated on her first biology exam by getting a copy of last semester's exam from her roommate who had taken the class. Tiffany received an A on the first exam. Judging from the outcome of her first exam, Tiffany decided to ask her roommate for copies of the other two exams. In terms of the 20 cognitive biases, this is an example of: A. Recency B. Survivorship C. Anchoring D. Salience E. Outcome Bias

E. Outcome Bias

5. The building blocks of an ethical framework are A. Principles, trust and integrity B. Integrity, values, and purpose C. Trust, values and integrity D. Purpose, trust and integrity E. Purpose, values and principles

E. Purpose, values and principles

8. Gabriel was driving on a highway when all of the sudden, he noticed a car moving into his lane. Gabriel quickly swerved into the lane to his left to avoid the collision. Lucky for him, he avoided a terrible collision. We can say that Gabriel engaged in: A. Effortful Thinking B. System 2 Thinking C. Critical Thinking D. Deliberative Thinking E. System 1 Thinking

E. System 1 Thinking

2. When training people in the art and practice of GVV, one should emphasize the followings, EXCEPT: A. The opportunity to build commitment by practicing delivering responses B. A focus on positive examples C. An emphasis on the importance of finding an alignment between one's individual sense of purpose and that of the organization D. The opportunity to construct and practice responses E. The opportunity to concentrate on pre-decision making

E. The opportunity to concentrate on pre-decision making

11. Which of the following is not a Managerial Responsibility? A. Retention B. Compensation C. Motivation D. Recruiting E. They are all managerial responsibilities

E. They are all managerial responsibilities

6. According to the TED talk by Dan Ariely called "Our Buggy Moral Code", which of the following statements is TRUE? A. People cheat less when they see members in their in-group cheat more B. Our intuition is always right C. Incidence of cheating goes down when we are reminded of our mortality D. People cheat less when they see members in their out-group cheat more E. Two of the above are correct

E. Two of the above are correct C + D

12. When making ethical decisions, one should remember: A. System 1 thinking requires you to slow down and be more deliberate with your thinking B. System 2 thinking requires you to make decisions in the moment and quickly C. Using the GVV framework allows you to make more rational and practical ethical decisions D. One often knows what the right decision is, how to act on it is the difficulty E. Two of the above are correct when making ethical decisions

E. Two of the above are correct when making ethical decisions D + E

7. For "Acting on your values", all of the followings are true, EXCEPT A. Your goal is to have the opposing party understand your position B. You need a strategy C. It requires thought and engagement to develop D. It doesn't require poking holes in others' successes E. You need to persuade others

E. You need to persuade others

Culture from a managerial perspective: 3 Key benefits

1) A degree of social control over how employees work + interact 2) A social glue that connects employees together 3) Helps employees make sense of organizational events

3 Critical Competencies for Managing People

1) Analytical Thinking → extracting insights from data 2) Interpersonal Skills → understanding how employees think + make sense of insights 3) Strategic Insights → using insights to align organizational structures w/ strategic business goals

4 Structures to Managing People

1) Incentive Structure 2) Power Structure 3) Communication Structure 4) Culture (IPCC)

Elements of Organizational culture

1) Physical 2) Language 3) Rituals + Ceremonies 4) Stories + Legends 5) Shared Values - conscious beliefs - evaluate what's right/wrong + good/bad 6) Shared Assumptions - unconscious, taken-for-granted beliefs - implicit mental models, ideal prototypes of behavior

Ethical Framework Building Blocks: What are they + explain each

1) Purpose - Our reason for being; Our north star, gives life to our values + principles 2) Values - The things we strive + care for, desire + seek to protect - Ex) Integrity, leadership, ownership, passion for winning, trust 3) Principles - What's right - The lines we will never cross; outlines how we may or may not achieve our values

4 Standards for Using Ethical Frameworks

1) Stable/consistent - Can't change everyday 2) Make sense - People must understand it 3) Be practical - Can be applied in practice and with consistency 4) Be authentic - Ring true

Levels of Management

1) Top Management: President, CEO, Executive VP's 2) Middle Management: Plant, Division, + Department managers 3) First-Line Management: Foremen, Supervisors, Office Managers

Culture from a employee perspective: 3 Key benefits

1) Understand what's expected of them + what their priorities should be 2) Est. a common language that all employees "speak" 3) Experience social belonging + feel comfortable enough to thrive

Managerial Responsibilities (5) Questions on managers minds today?

1. Recruiting 2. Training 3. Motivating 4. Compensating 5. Retention 1.Recruiting: How can we recruit diverse top talent? 2.Training: What training should we invest in for our employees? 3.Motivating: What incentives motivate high-level performance in our work teams? 4.Compensating: How (and how much) should we pay people? 5.Retention: How can we prevent our best employees from leaving the company?

Why is it hard to make ethical decision?

- It is hard to integrate lots of data - It is hard to optimize against multiple goals - There can be many contextual factors that interfere (time pressure, fatigue, stress etc.) - There can be too many solutions/options

What is People Analytics? What can it do?

- People Analytics is a data-driven approach to employee-related decisions + practices - People Analytics can help us leverage data to evaluate whether new work practices are effective

Examples of people analytics

- Teach for america: predictive algorithms used in hiring decisions - AMD: Piloting a ratings free evaluation system - Tracking Workers w/ Wearable Sensors → New technologies enable to measure employee behavior / monitor employees unlike before

3) Communication Structure

- Whose voice is heard? - How to handle tough conversations? - How to provide/seek feedback?

Being similar to peers

- easier to communicate at first - more satisfied - less potential conflict - less creative - drawing from similar knowledge - faster fitting in process

As you move up the corporate hierarchy, success will be due to __________ + ________ rather than ___________ alone A. technical expertise B. effective managerial skills C. interpersonal skills

- effective managerial + interpersonal skills rather than technical expertise alone

Being different from peers

- harder to communicate at first - less satisfied - more potential conflict - more creative - drawing from broader knowledge base - slower fitting in process

Management Failures include...

- teammates don't care enough - can't persuade others - voices not heard - leaders are uninspiring to employees (employees would forgo pay raise if superior = fired)

Organizational Culture

- values + assumptions shared w/in organization - Provides direction toward the "right way" of doing things - Company's DNA: invisible yet powerful template for employee behavior - an ideology that helps edit people's everyday experience - Shared standard of relevance as to the critical aspects of the work that is being accomplished

2 Dimensions of the 8 Types of Company Culture

2 Dimensions: 1) People Interactions (Independence + Interdependence) 2) Response to change: Stability + Flexibility Types: (COSARELP) Caring, Order, Safety, Authority, Results, Enjoyment, Learning, Purpose

17. When examining Organizational Culture, pictures on walls, the office décor, and formal or informal dress code within an office are all examples of which element: A. Artifacts B. Shared assumptions C. Unconscious beliefs D. Implicit mental models E. Conscious beliefs

A. Artifacts

15. According to the HBR article, "Don't let lazy managers drive away your top performers", managers have to see themselves as: A. Behavioral Scientists B. Test Pilots C. Motivational speakers D. Analytic Superstars E. Retention Specialists

A. Behavioral Scientists

1. Ethics are all the followings, EXCEPT: A. Legal guidelines of acceptable conduct B. Standards of conduct generally accepted that govern society C. How you behave when nobody is looking D. Virtues in action such as honesty, fairness, and justice E. Unwritten rules we have developed for our interactions with one another

A. Legal guidelines of acceptable conduct

12. To encourages organ donation in some European nations, authorities have decided to enroll citizens in the system automatically, and then let them opt out if they wish. The program increased the proportion of people agreeing to be donors from less than 30% to more than 80%. This is example of what psychological effect: A. Nudge effect B. Thinking slow effect C. Opt-in effect D. Trade-off effect E. Risk aversion

A. Nudge effect

11. Which statement is NOT true? A. Perception mistakes are limited to visual illusions B. Perception mistakes are predictable C. Perception mistakes can stem from visual complexity D. Perception mistakes can be driven by context E. Perception mistakes can stem from our expectations

A. Perception mistakes are limited to visual illusions

13. According to the video you watched on the Stroop effect, which of the following statements is true? A. Squint to see more clearly B. To avoid the Stroop effect, you should watch something or someone as opposed to just listening to them C. Assume that more information is better D. You can avoid the Stroop effect by reading everything that is right in front of you E. Reading is not automatic

A. Squint to see more clearly

7. In the movie Star Trek, Dr. Spock was always stoic but logical. He always approached every problem with critical thinking. In this way, Dr. Spock following what system of thinking? A. System 2 Thinking B. System 1 Thinking C. Intuition Thinking D. Efficient Thinking E. Affective Thinking

A. System 2 Thinking

9. Which of the following is a key question you should respond to when thinking about "Reasons and Rationalizations" in GVV? A. What is at stake for key parties who may be impacted by this decision? B. How can I benefit from this decision? C. What are the supporting arguments I will get? D. Do I need to tell everyone my decision? E. What levers can I use with people who agree with me?

A. What is at stake for key parties who may be impacted by this decision?

5. The underlying trust that Netflix places in its employees, no matter when they hired, is an example of which of the following elements of Culture: A. shared values B. shared assumptions C. legends D. language E. stories

A. shared assumptions

Ethical dilemmas are fairly rare/common in everyday life

RARE

Make Ethical Decisions Steps

RGEMA (rings give every mom anxiety) 1. Recognize an ethical issue 2. Get the facts 3. Evaluate alternative actions 4. Make + test your decision 5. Act + Reflect on the outcome

14. The answer to 2+2 will draw on system 2 thinking True/False

False

15. GVV is a proactive approach to ethics for large organizations True/False

False

4. Shared assumptions are surface artifacts of organizational culture True/False

False

6. For jobs involving complex decisions and creativity, teams who are similar and share interest and values typically out-perform those who are diverse. True/False

False

6. GVV seeks to help people figure what the ethical choice should be True/False

False

7. One goal of an ethical framework is to make more expedient and faster decisions. True/False

False

2 Most common dominant Cultural Traits

Results + Caring

14. Ethics is not following culturally accepted norms. True/False

True

2. Most employees would forgo a pay raise if the tradeoff was seeing their boss fired. True/False

True

2. Unethical decisions are usually costly for you, your community or your business True/False

True

4. Bounded ethicality is the idea that even when we try to behave ethically, it is difficult due to a variety of organizational pressures and psychological tendencies. True/False

True

8. Values conflicts in the workplace often appear in the form of reasons and rationalizations for pursuing a particular course of action True/False

True

GVV

You don't improvise ethics in the moment. You need to rehearse and train yourself on how to react if certain situations were to happen.

Factors Affecting the Organization's Moral Climate (from the lecture)

• Behavior of superiors - #1 influence on moral climate.​ • Behavior of one's peers - the 2nd influence; people pay attention to what their peers in the firm are doing.​ • Industry or professional ethical practices - ranked in the upper half; these context factors are influential.​ • Personal financial need - (ranked last).​

Where does data to analyze people come from?

• Data from HR Information Systems (Headcount, tenure, performance ratings, salary, turnover, demographics) • Data from Company Operations (Revenue, assets, net income, operating expenses, ROA) • Data from Company Surveys (Commitment, job satisfaction, psychological safety, team effectiveness) • Data from Communication Platform (Chat, email, text messaging, Slack)

Managing People Takeaways

• Managing people is not "common sense", and it takes hard work • Leaders can balance + achieve multiple goals by designing optimal organizational structures: motivate people well, influence colleagues, + communicate with each other effectively. • Organizational culture has many elements, which shape how employees do their work and how they interact with each other. • Creating diverse and inclusive workplaces requires organizational cultures that celebrate differences, rather than amplify them. • Modern managers need more than interpersonal skills; they need strategic thinking and data analytics skills.

What are Ethics? A. Unwritten rules we have developed for our interactions with one another B. Standards of conduct generally accepted that govern society C. Virtues in action such as honesty, fairness, and justice D. How you behave when nobody is looking E. All of the above

• Unwritten rules we have developed for our interactions with one another • Standards of conduct generally accepted that govern society • Virtues in action such as honesty, fairness, and justice • How you behave when nobody is looking

2) Power structure

- How is power/authority distributed? - How can you influence your group without authority?

1) Incentive structure

- How to motivate people? - Measure + reward performance?

If no ethical framework

- Desires, moods, unconscious mind, group dynamics, + social norms take over - Decisions become expedient + reactive instead of deliberate + proactive - Decisions you make aren't based on the true you - Big 4 may take over: greed, speed, laziness, haziness

Utilitarian Approach (ideology + philosopher)

- Bring the greatest good to the greatest number of people. It expresses morality from the point of view of the group. - Greatest happiness principle - Bentham

Biases

Prejudice in favor or against one thing, person, or group, compared with another, usually in a way considered to be unfair

Surface Artifacts vs Deeper Elements of Organizational Culture

Surface Artifacts = (1) Physical (2) Language (3) Rituals/Ceremonies (4) Stories/Legends Deeper = shared values (5) + shared assumptions (6)

What goes into Step 3: "Evaluate alternative actions"

The Ethical Frameworks - Utilitarian Approach - Rights Approach - Justice Approach - Common Good Approach - Virtues Approach

Bounded Ethicality

The idea that even when we try to behave ethically, it is difficult due to a variety of organizational pressures and psychological tendencies

2. Get the facts

What are facts? What's unkown? Do I need more info? Who are stakeholders? Concerns? Different weights of concerns? Why? Action options? Have all ppl been consulted?