0
Q
The collective mind
A
The ability to access and use distributed expertise efficiently
1
Q
What is organizational psychology?
A
Focuses on the task as central to understanding the dynamics of teamwork. The task sets minimum requirements for the resource pool.
2
Q
Team climate
A
The overall objective, mission, or strategic imperative of the group
3
Q
Emotional contagion
A
Spread of emotions from person to person
4
Q
Sad moods
A
- more likely to generate arguments that are persuasive and well thought out
- sad moods help people think in a more bottom-up, systematic manner
5
Q
Happy mood
A
- generate creative and original arguments
- come up with more arguments
6
Q
Principles of emotional intelligence
A
- Emotion is information
- We can try to ignore emotion, but it doesn’t work
- We can try to hide emotions, but we are not as good at it as we think
- Decisions must incorporate emotion to be effective.
- Emotions follow logical patterns
- Emotional universals exist, but so do specifics.
7
Q
Emotional reappraisal
A
We look at the issues but attempt to reframe them in a more constructive / adaptive way
8
Q
Emotional labor
A
Employees are taught to suppress their feelings and put on a happy face.
Surface acting - feel one way but don’t show how you are feeling
Deep acting - try to change current feeling to match desired feeling
Linked to performance burnout and turnover
9
Q
Normalizing emotion
A
We do not show strong emotions or emotions that the organization deems inappropriate
10
Q
Positive emotions
A
Open us up to our environment for exploration and discovery
- broaden and build - expand our thinking, help generate new ideas, and encourage us to consider possibilities
- promote social bonds
- inoculate against negative events
11
Q
Negative emotions
A
- clearer focus
- motivate more efficient search for errors
Tend to be experienced more strongly than positive emotions
12
Q
Emotional display rules
A
Hidden knowledge - we are aware of it, but not sure how we acquired it.
Our society/culture teach us when it’s ok to show how we feel and when it’s not.
13
Q
Secondary emotions
A
Self conscious emotions
Unlike basic emotions, these have a strong social or cultural component
14
Q
Abilene paradox
A
Team members pursue course of action that is in contradiction to what they really want to do. They fail to communicate their beliefs and just go along with the group.
15
Q
Self censorship
A
Rather than rock the boat, stop making efforts to think critically.
16
Q
Self limiting behavior
A
Abilene paradox
Self censorship
Social loafers / free riders
17
Q
Why team members self limit
A
- Presence of someone with expertise
- Presentation of a compelling argument
- Lack of confidence in one’s ability to contribute
- An unimportant/meaningless decision
- Pressure from others to conform to team’s decision
- Dysfunctional decision-making climate (believe that other team members are frustrated, indifferent, disorganized, or unwilling to commit to a decision)
18
Q
To prevent self limiting - before the meeting begins
A
- choose right mix and number of team members
- frame the team decision task appropriately
19
Q
To prevent self-limiting - during the meeting
A
- set the tone of the meeting early
- monitor the process (second chance meeting)
- encourage self management by team members
20
Q
To prevent self limiting - after the meeting
A
- provide feedback as to the final outcome and rationale.
- praise individual and group accomplishments
21
Q
Lessons from Sports Teams
A
- Integrate cooperation and competition
- Orchestrate some early wins
- Break out of losing streaks
- Carve out time for practice
- Call half time
- Keep team membership stable
- Study the game video
22
Q
Caveats to sports team analogy
A
- Choose right sports team as a model
- Don’t confuse coaching with managing
- Build bridges, not boundaries
- Don’t assume winning is the only thing
23
Q
Reflexive loop
A
Our beliefs influence what data we select next time
24
Used of the ladder of inference
- reflection - become more aware of your own thinking and reasoning
- advocacy - make your thinking and reasoning more visible to others
- inquiry - inquire into others thinking and reasoning
25
Persuasive techniques
```
Liking
Reciprocity
Social proof
Consistency (active, public, voluntary)
Authority
Scarcity
```
26
Adaptability
Selecting, crafting, stretching
27
Personality traits
Habitual patterns of thinking, feeling, acting
28
Big 5
```
Extraversion
Emotional stability
Agreeableness
Openness
Conscientiousness
```
29
Transactional
Create context for employee and organizational success.
Set goals, clarify expectations, give feedback, provide rewards.
Useful for business as usual.
Take actions to correct problems.
30
Transformational
Inspirational motivation, intellectual stimulation, individualized consideration, idealized influence
Critical in times of crisis, threat, opportunity.
31
Culture
A system of shared values (defining what is important) and norm (defining appropriate attitudes and behaviors).
Must be strategically relevant, strong, and must contain norms/values that promote innovation and change.
32
Strong culture
High levels of agreement among employees about what's valued.
High levels of intensity about these values.
33
Tools to manage/change culture
- Recruit/select people for culture fit.
- Socialization and training (acquire cultural knowledge and bond)
- Reward system
34
Hypocrisy attribution dynamic
Emphasizing cultural values gives us high standards to judge others. We become attentive to possible violations.
35
Actor observer bias
Tendency to explain one's own behaviors generously and others' behavior unsympathetically
36
3 Cs of culture
Clear
Consistent
Comprehensive
37
Key leadership behaviors
- setting direction
- aligning and motivating others
- setting strategy
- coaching others to implement strategy
- shaping the organizational culture
38
Knowing-doing gap
We know what we should do but we don't do it
39
Key teamwork behaviors
- assigning, completing, and coordinating tasks
- providing performance feedback
- giving help and sharing information
- adapting to change
- focusing on shared goals
40
Foundations of teamwork and leadership
- emotional intelligence
- group decision-making
- negotiating with others
- difficult conversations
- group dynamics
- social influence
- leading change and culture
41
Emotional operative
Leader has to understand all of the emotions in the room
42
Why pay attention to emotions
- emotions drive thinking
- emotions motivate
- emotions communicate
43
How we read emotions
7% spoken words
55% facial expression / body language
38% tone of voice
44
Amygdala hijacking
Emotional response from people which are immediate/ overwhelming. Person can react irrationally and destructively.
45
Cognitive reappraisal
Have thoughts intervene before emotions lead to behaviors. We can exercise self control to overcome instinct.
46
Types of interdependence
Pooled
Sequential
Reciprocal
47
Abilene paradox
Groups often agree to a course of action that none of them wants because each member assumes the others want it
48
Groupthink
Overconfidence often leads groups to experience a deterioration of mental efficiency, reality testing, and moral judgments
49
Group polarization
Group judgments are often more extreme than the sum of the judgments of individual members
50
Common knowledge effect
Collaborators tend to discuss what everyone already knows instead of their unique info
51
Redundant info guides decisions
Information held by more members before team discussion has more influence on team judgments than info held by fewer members
52
How to improve info sharing
- structure the process (information gatherer, discuss pros and cons of each option before disclosing preferences)
- engage in advocacy - make a consistent case for minority opinion as it forces divergent thinking
- engage in inquiry - unearth the silent minority and direct attention to unshared knowledge
53
Problems with large teams
Each new person adds many new relationships so info sharing is more difficult.
Motivation / accountability - people free ride
54
Ideal team composition
4-7 (5.5)
External connections outside team (can have smaller team bc get info from their networks. Diversify info for the team bc can have scout go get info)
55
Ambassador
Focus on getting political capital
56
Reactive devaluation
When you underperform on a metric, you then decide that metric isn't very important
57
Creative abrasion
One person has a thought, then the next person takes that and had another thought to build on it.
58
Problems with group brainstorming
- production blocking - not everyone can say what they want to say and ppl may wave white flag
- evaluation apprehension - don't want to look like an idiot (stifle most creative ideas)
- conformity - want to run with a good idea
59
Brain writing
Individuals generate ideas independently and submit anonymously. Discuss as a group.
60
Team effectiveness defined
- performance - output meets quantity/quality standards
- development and well being - involve my contributes to growth/satisfaction of members
- viability - team retains ability to work together in the future
61
Conflict resolution
Bases of power - reward, coercive, legitimate, informational, expert, referent
Fairness norms - equity, equality, need
62
Ladder of inference
```
Actions
Beliefs
Conclusions
Assumptions
Selected data
Observable data
```
63
Confirmation bias
The beliefs I hold affect the data I select
64
Types of conflict
Relationship
Task
Procedural
65
Extraversion
Center of attention, sensation seeking
| Optimal levels of neocortical arousal
66
Conscientiousness
Dependability, achieve goals, dedication
67
Agreeableness
Promoting harmony
68
Espoused
What people say is important
69
Enacted
What is actually important
70
Org culture triangle
Artifacts and practices (verbal, physical, norms and rules of conduct)
Espoused values and enacted values
Basic underlying assumptions (habits of perception, taken for granted assumptions)
71
Values
Distinctive
Central
Lasting / enduring
72
Problems with too many values
- attention gets diffused (diff ppl focus on diff values)
- ppl start to interpret the same value in different ways.
Best to have about 3 values
73
Characteristics of strong cultures
- ability to attract / retain employees
- high motivation to achieve the vision
- uniquely skilled and talented individuals
- feelings of fit and cohesion
- homogeneity and groupthink
74
Why cultures matter in JVs and mergers
- mergers tend to emphasize quantifiable issues
- in group / out group biased lead to conflict
- culture is resistant to change
Teamwork & Leadership
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