comm120 pt 2

evidence based approach

decisions are guided by peer-reviewed research, organizational data, behavioral science, case evidence, and professional experience

self awareness

the ability to accurately understand your personality, tendencies, values, strengths, and blind spots

personality

the relatively stable patterns of thinking, feeling, and behaving that makes each person unique

openness

curiosity, creativity,, comfort with new ideas

conscientiousness

organization, responsibility, reliability

extraversion

sociability, energy from social energy situations

agreeableness

cooperation, empathy, kindness

neuroticism (emotional stability)

tendency towards anxiety or emotional volatility

motivation

the internal and external forces that direct, energize, and sustain behaviour

intrinsic motivation

doing something because it is enjoyable or meaningful. leads to deeper learning and creativity

extrinsic motivation

outside rewards and pressure.

helpful for structure and accountability

maslows hierarchy of needs

psychological, safety, belonging, esteem, self-actualization

erg theory (alderfer)

-existence: basic survival needs (food, housing, safety)

-relatedness: social needs (belonging, connection)

-growth: personal development (learning, skill building)

Herzbergs Two Factor Theory

-hygeine factors (pay, policies, working conditions) prevent dissatisfaction

-mmotivators (achievement, recognition, growth) create motivation

mcclellands learned needs theory

people develop needs based on life expperiences.

-achievement (desire to excel)

-affiliation (desire for close relationships)

-power (desire to influence or lead)

self determination theory (sdt)

deals with intrinsic motivation and well-being.

people are most motivated when 3 needs are met

-autonomy (having choice and control)

-competence (feeling capable and improving)

-relatedness (feeling connected to others)

expectancy theory

deals with effort and fairness.

people are most motivated when they believe:

1) their effort will lead to good performance

2) good performance will lead to meaningful rewards

3) the rewards matter to them personally

goal-setting theory

deals with focus and persistence.

people perform better when goals are specific, challenging, meaningful, and time-bound

job characteristics model

how work design affects engagement

tasks are more motivating when they involve skill variety, task identity, task significance, autonomy, and feedback

task identity

completing a task from start-to-finish (rather than in small parts)

task significance

the degree to which a particular job affects the lives of others

can predict both job satisfaction & job performance

results only work enviornment (rowe)

people don’t have scheldules. they only need to get their work done. how, when, and where they get it done is up to the employee. increases productivity and worker engagement + satisfaction. decreases turnover

ted talk 1

if-then (ex: money) rewards work well for clear, focused tasks. once tasks call for even rudimentary cognitive skills, a larger reward leads to poorer performance

emotions

usually caused by a specific event. are short lasting and have a clear trigger

moods

longer lasting, often less intense, and may not have an obvious cause

emotional contagion

the automatic spread of emotions from one person to another (think mood, tone, facial expressions)

emotional intelligence

the ability to recognize, understand, and manage emotions in oneself and others.

supports communication, collaboration, conflict management, and leadership

self awareness

recognizing your own emotions and how they influence behaviour

self regulation

managing impulses and responding thoughtfully trather than reacting automatically

empathy

understanding and considering the emotions and perspectives of others

social skills

communicating effectively, resolving conflict, and building strong relationships

stress occurs when

the demands a person faces feels greater than their avaliable resources. depends heavily on apprasial: how someone interprets the situation rather than just the situation itself

acute stress

short-term stress in response to immediate pressure

chronic stress

long-term stress from ongoing demands

positive stress (eustress)

stress that motivates and energizes

negative stress (distress)

stress that feels overwhelming or harmful

demand: something requires attention

first step of the stress appraisal process

apprasial: interpreting whether you can handle it

the second step of the stress apprasial process

response: physical, emotional, or behavioural reaction

third step of the stress apprasial process

outcome: improved or reduced performance

fourth (and final) step of the stress apprasial process

burnout

type of consequence from stress.

emotional exhaustion, cynicism. results from prolonged, unmanaged stress

cognitive

type of consequence from stress.

trouble concentrating, forgetfulness, indecision

sender

the person initiating the message

message

the information being communicated

encoding

selecting words, tone, and nonverbal cues

channel

medium used to send the message (text, email, zoom, irl)

decoding

how the reciever interprets the message

reciever

the individual recieving the message

feedback

verbal or nonverbal response to the message

noise

anything that disrupts clarity (stress, assumptions, distractions)

high richness channels

best for emotional or complex topics. in-person, video, phone calls

low richness channels

best for simple or routine topics

email, text

turn taking, looping for understanding, asking deeper questions

charles duhigg ted talk, how to have more effective conversations

perception

the process of selecting, organizing, and interpreting information. miscommunication often occurs because of differences in perception / interpretation

low context communication

meaning is stated directly in words

high context communication

meaning is implied through tone, relationship, or shared understanding. indirect

individualistic cultures

cultures that emphasize personal goals, prefer direct communication, expect individuals to speak up for themselves

collectivistic cultures

cultures that prioritize group harmony, indirect communication, and protecting relationships