Management Development and Training: Unit 1 - Development

This flashcard set covers the vocabulary and key concepts from Unit 1 of the Management Development lecture, focusing on the predictors of success, proactivity vs. reactivity, and organizational culture.

Longitudinal Research

A research method performed over a long period that allows for tracking changes and developments in phenomena or variables over time.

Success

A subjective and individual criterion that measures how much a person achieved relative to the specific goal they defined for themselves.

Excellence

An objective criterion with clear and highly measurable standards, such as being on the Dean's list.

James William Sidis

A Jewish-American genius who had the highest recorded IQ ($250$) but is cited as the perfect example of unfulfilled potential.

Anthropology of Poverty

A field of study that distinguishes between poverty and economic distress, claiming poverty is a perceptual, cultural, and value-based issue rather than just a lack of money.

Investment

The act of a current concession for the sake of an achievement or gain in the future.

Voluntary Modesty

When an individual chooses to forgo certain luxuries in the present, even if they can afford them, to ensure future goal attainment.

The Olympic Problem

A synonymous term for a lack of focus, referring to people who feel they must be the best and first in every single field simultaneously.

Perfectionism

A constant striving for perfection in all areas of life, which is strongly linked to anxiety and a decrease in happiness.

Goals A

The most significant essence-level objectives (usually up to three) for a given period.

Missions A

Important actions and concrete tasks required to achieve a Goal A, focusing the person on what is most significant.

Benchmarking

A process where an individual identifies leaders in a field to learn the factors of their success and adapts those methods to their own specific situation.

Concrete Horizon

A clear visual image of a destination or goal that a manager can imagine, helping to translate the goal into behavioral levels.

Mental Contrast

A tool developed by Prof. Gabriele Oettingen involving three steps: imagining the goal, seeing it realized, and then explicitly imagining the obstacles.

Caring

The critical component of creating connections, defined by how well a person can actually demonstrate it in practice to others.

Think like the fish

A connection-building tool that requires constantly considering what the other side wants and needs in every interaction.

Losada Ratio

The ratio between compliments and criticism, where the minimum desired proportion is $1:1$.

Good Failure

A failure that occurred despite investment, effort, and thought; Amazon encourages these by giving a 'Magnificent Failure' award.

Reset Tool

A short process where a manager pauses before an interaction to ask themselves what is the one specific trait or energy they are entering with (e.g., calmness, practicality).

Credits

A component of praise that involves giving others the right or recognition for good things that were achieved.

Behavioral Courage

The degree to which a person dares to approach and initiate interactions with others, especially with senior management.

Proactivity

The ability to initiate and the freedom of the individual to choose their responses according to their goals and values.

Reactivity

An automatic response where an individual is dragged into reacting based on external circumstances, impulses, and moods.

Circle of Concern

Represents reactivity; it includes things a person worries about but does not act upon, often leading to blaming and a victim mentality.

Circle of Influence

Represents proactivity; it includes the things an individual chooses to act upon and take responsibility for.

Romanticization (in Complaining)

The act of mental 'rumination' where complainers repeat the same grievances over and over for long periods without seeking change.

Proactive Language

A way of speaking that emphasizes choice and possibility, avoiding words that imply a lack of choice such as 'Forbidden,' 'Must,' and 'Need.'

Funnel Organizations

Unhealthy reactive organizations characterized by management pouring solutions from the top down onto the employees.

Pyramid Organizations

Healthy proactive organizations where solutions and ideas arise from the employees in the field up to the management.

Delegation of Authority

A tool for promoting proactivity where a manager gives employees responsibility for tasks rather than simply offloading work.