man exam 1

4.1 5.1* 5.2 5.3

group

a group of employees who interact with each other so that one person’s actions impact the others

• can have individual goals

• can be on diff projects and teams

• can be formal or informal interactions

groups: informal

two or more employees who interact with each other in ways not prescribed by the formal organization

groups: formal

two or more employees who interact with each other with specific timelines, agendas and supervision

factors that affect team conflict/cohesion

• similarity

• stability

• size

• support

• satisfaction

social loafing

the tendency of individuals to put in less effort when working in a group or team context

• as size of group grows, so does the magnitude

• root cause is that the perception of one individual’s effort will not make a difference in the success or failure of the group or team - generally not because of laziness

five stages of a team

forming, storming, norming, performing, adjourning

how to avoid getting stuck in storming

normalize conflict, be inclusive, make sure everyone is heard, support all group members, remain positive, don’t rush group’s development

punctuated equilibrium model

change is constant, but not linear and often occurs in rapid, radical spurts!

• conflict, disruption and chaos are inevitable and represent opportunities for innovation and creativity

key roles in a team

task-oriented roles: organizes/coordinates tasks, creates new visions, provides necessary info, etc.

social-oriented roles: creates new social norms, creates supportive env, etc.

boundary-spanning roles: manages outside interactions, coordinates with outside parties, reps team and goals favorably to outsiders

traditionally managed teams

• manager is outside of the team

• manager assigns work to the members

• low level of autonomy

• low level of independence

self managed teams

• team members select their leader

• rotating leadership role

• medium level of autonomy

• medium level of interdependence

self directed teams

• team members select their individual roles

• they select their timelines + resources

• high level of autonomy

• high level of interdependence

public vs. private personality and behavior styles

• public personality and behavior reflect how employees present themselves in work settings

• private personality and behavior include authentic traits shown in personal or less formal contexts

• employees may adapt behavior styles based on audience and environment

what is management

coordinating resources, implementing processes, and achieving specific objectives more efficiently

• strong management delivers strong current results for the org!

what is leadership

about setting vision, inspiring people and driving change

• ensures a strong future for the org!

managing up vs. across

managing up: influencing your superiors while respecting their authority

managing across: influencing your peers while respecting their needs

goleman’s six leadership styles

visionary, coaching, affiliative, democratic, pacesetting, commanding

visionary

motivates people towards a vision

• inspiration

coaching

developing people for the future

• appreciation

affiliative

creates harmony and builds emotional bonds

• belonging

democratic

forges consensus through participation

• empowerment

pacesetting

sets high standards for performance

• fairness

commanding

demands immediate compliance

• compliance

situational leadership

adjusting your leadership style to fit the specific needs of the situation or task, based on the team’s readiness (competence x commitment)

• teams readiness (abilities)

• urgency/importance of task

situational leadership styles

• delegate

• support

• coach

• direct

delegate style

leader turns over responsibility for decision making and problem solving to subordinates

support style

the leader facilitates and supports subordinates’ effort toward task accomplishment and shares responsibility for decision making with them

coach style

leader continues to direct and closely supervise task execution but also explains decisions, solicits suggestions, and supports progress

direct style

leader provides specific instructions and closely supervises task accomplishment

what is the inversion of value about

• how soft skills are becoming increasingly important and can’t be replicated by any system/algorithm bc it is innately human

difficult conversations framework

prepare, execute, follow up

prepare

• longest/most crucial step

• get clear on: context and why the convo is necessary, understand the needs of each party, determine a few desired outcomes for the convo

• go in with 2-3 solutions prepped

execute

• most difficult step

• make sure you express a desire to have a difficult convo, use ‘I’ statements, invite the other party to provide their reaction to what you shared

• next: after expressing perspective, build alignment by providing a solution

  • also be prepared to mitigate misalignment, your solutions may not work for the other party

  • then close the convo - you’re here to solve the problem together not argue

follow up

• accountability is the key driver in achieving desired results

• check in and provide feedback

disc personality types

dominance, influence, steadiness, compliance

disc: dominance

Individuals with dominant traits tend to be assertive, decisive, and results-oriented. They are often seen as confident and competitive.

disc: influence

People with influential traits are typically sociable, outgoing, and enthusiastic. They excel in interpersonal relationships and communication.

disc: steadiness

Steadiness traits are associated with a calm, patient, and cooperative nature. Individuals with these traits value stability and are excellent team players.

disc: compliance

Those with Compliance traits are detail-oriented, systematic, and methodical. They focus on precision and quality in their work.

group definition

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

forming

group comes together for the first time, meet each other, trial phase to understand rules of the dynamic, pick leader, short in duration

storming

participants focus less on keeping their guard up, become more authentic and argumentative, they explore power and influence, members may become defensive, jealous

norming

much more committed to each other and the group’s goal, ready to work, establish ground rules, ideal time to host team-building event

performing

ready to get into high gear, getting work done, pay attention to how they’re getting work done, leaders can move into coaching roles now to help members grow in skill and leadership

adjourning

final stage where group separates, end of project reviews time, after-action review, etc.

cohesion

degree of camaraderie within a group

more cohesive a group is, the more productive they are, feeling of belongingness

groupthink

group pressure phenomenon that increases the risk of teh group making flawed decisions by allowing reductions in mental efficiency, reality testing and moral judgement - often occurs in highly cohesive groups

collective efficacy

refers to a group’s perception of its ability to successfully perform well

• influenced by watching others, verbal persuasion, how a person feels

• relationship is higher when task interdependence is high rather than low

leadership vs. management

management is about efficiency in processes and people, leaders question those processes and goals in terms of if they are appropriate and ethical

• management accepts status quo, leaders always looking to improve

managing sideways meaning

peers or coworkers influencing each other

• no direct authority

• understand peers individual needs, problems and styles of working