UCSD MGT 18 Travis Chamberlain Final Study Guide

Meyer’s Scales

Different Cultural scales for where you lie between your culture and other cultures

Superchickens

Pecking those other people around them down; example of all the superchickens together pecking eachother to death

Compassionate Curiosity

Kwame imporatnt term

Mianzi (Meyer)

Maintaining group harmony by saving face typically in confucian societies, like China, Korea, and Japan involves the concept of preserving dignity and reputation in social contexts.

Sachlichkeit

Objectivity, separating someones words and positions, you are disagreeing with the person’s position not their words

Shen Li Example

She is chinese in a room of european people, the europeans disagree and make conflicts with her presentation, she thinks she is doing terribly. She did really well, just that culture is one of disagreement and innovation where hers is about maintaining harmony

Aaron’s Story

Aaron arrived in moscow to take charge of manufacturing plant his israeli-owned company had purchased, he grew up in russian culture so why after six months was he struggling to supervise the team in moscow. He was used to a different hierarchy

Communicating

High and Low Context

Evaluating

Direct vs. Indirect Feedback

Persuading

Principles vs. Applications First

Leading

Egalitarian vs. Hierarchical

Deciding

Consensual vs. Top-Down

Trusting

Task-based (head) vs. relationship based (heart)

Disagreeing

Confrontational to Non-Confrontational

Scheduling

Linear to Flexible view of time

Guanxi

Become a friend, forget about business deals, make friends and connections. Building trust is building Guanxi

Affective Trust

Trust from feelings of emotional closeness, empathy, and friendship, this comes from the heart

Cognitive Trust

Seeing someone’s business successes, and having confidence in someone’s business ability, accomplishments, and skills.

Brazilians Example

Taking long lunches, showing that the Brazilians would put lots of time into connection. Like saying “if nothing happens over these next few days know we are connected

Points on geographical differences and efficiency

• It is harder to collaborate virtually than in a colocated space

• Difficulties of virtual

  • Communication, coordination, reduced trust, increased inability to establish a common ground, less closeness

• In person

  • Frequent communication, development of closer and more positive interpersonal relationships, physical presences, more closeness

Task-Processes

Virtual Teams with high levels of task processes (those that help ensure each members is fully contributing) outperform teams that are colocated with similar levels of those processes.

Socio-Emotional Processes

Increasing cohesion of group

Virtual groups that can increase levels of mutual support, member effort, work coordination, balance of member contributions, and task-related communications consistently outperformed other teams with lower levels.

Task Processes and Socio-Economical Processes and How They Work Together

Socio-emotional processes facilitate more task-related processes

Increasing knowledge transfer and better resolution of team conflicts

Energy

How team members contribute to a team as a whole

Engagement

How team members communicate with one another

Exploration

How teams communicate with one another

Charismatic Connectors

These people circulate actively, engaging people in the short high energy conversations, democratic with time and communicating

Appropriately exploratory

Pentland Five Traits of Successful Team Characteristics

1. Everyone on the team talks and listens in roughly equal measure, keeping contributions short and sweet

2. Members face one another, and their conversations and gestures

3. Members connect directly with one another—not just with the team leader

4. members carry on back-channel or side conversations within the team

5. Members periodically break, go exploring outside the team, and bring information back

Pioneers

Spark energy and imagination, risktakers

Allow expansive discussion, but consider setting a time limit

Creativity, flow of conversation

Guardians

Order and stability, don’t embrace risk. Data and facts needed

Make sure different perspectives can be shared. Allow time for details. Allow things to be put in writing

Integrators

Relationships and responsibility. Diplomatic people

Leaders must seek real authentic relationships. Give and get. Seek and empower

Pioneer, Guardians, Drivers, and Integrators Pairs

Guardian-Pioneer, Integrators-Drivers

Cascades

When too many of one type resulting in not enough diversity.

They do not cascade

Collective Intelligence

The group’s intelligence not from their IQ, their performance in brainstorming, decision making, and visual puzzles, intelligence ratings based on performance

Social Sensitivity

Most important thing is listening, sharing ideas, criticize constructively and having open minds

Explain Diagram of Conflict Management Responses

Diagram

Conflict Management Responses

Competing Approach, Accommodating Approach, Avoiding Approach, Compromising Approach, Collaborating Approach

Competing Approach

Satisfying ones own needs at the expense of the others

Accommodating Approach

Satisfies other party’s concerns while neglecting ones own

Avoiding Approach

Neglects the interest of both parties

Compromising Response

Attempt to obtain partial satisfaction for both parties

Collaborating Approach

Finding satisfactory solutions that are good for both parties

3 General causes of conflict in organization

Identity-related differences

Role incompatibility

Environmental Stress

Identity-related differences

Conflicts caused by incongruent personal values that stem from social identities are among the most difficult to resolve because they evoke values we hold deeply

Role Incompatibility

People perceive that their assigned roles are incompatible is that they are operating from different bases of information. They communicate with different sets of people, are tied to different systems and receive instructions from different bosses.

Environmental Stress

Conflict stemming from identity differences and role incompatibilities are greatly exacerbated by a stressful environment. 

Scarcity lowers trust, and reduces participation in decision making

• Uncertainty in environment fosters conflict because it is difficult to predict what is going to happen

  • This is called frustration conflict

Conflict Debt

Lots of unresolved and undiscussed conflicts that will stand in the way of progress

Happens when teams are not comfortable or adept at managing emotions

Avoiding issues is the cause

Leadership techniques for navigating emotional conversations

• Develop a new mindset about emotions

  • They aren’t a liability they’re an integral part of the system that helps us capitalize on opportunities and protect ourselves from threats.

• Reflect on what you’re hearing

• Shift towards a plan

• How you engage in emotion will be the most influential cue for how your team should. Don’t punish for showing emotions.

• Your role as a manager is to guide the team through contentious discussions

• Gently ask questions that will open the discussion up.

• Teach team how to channel emotions to improve decision-making

Basic facts about Jack

Managing partner of the northeast office of Fuller Fenton

Basic Facts about Hope

scared a man was going behind her in the parking lot

Basic Facts about Dillon

believed the firm was racially biased

Basic Facts about Fuller Fenton

National accounting firm

Suggestions from Ely for Fuller Fenton Case

• Jack needs to use this event as the catalyst for acton on an organizational scale

• He must meet with hope and dillon, and talk about how to make this incident into a learning moment for the problem as  a whole. Tell the historical context to eachother as well (hope and dillon) 

• Make clear that conversations about the role race and other cultural identities play in the firm are legitimate and encouraged

• Must teach employees to learn how to discuss these events openly and constructively with 

Suggestions from Myers for Fuller Fenton Case

• Hope’s slight injustice broke Dillon’s back. A series of small incidents kept picking at him

• They need to see eachothers sides not get angry at eachother

• Hope needs to understand his side and he needs to understand her side.

• They need to see how it is being in the other’s shoes

• Jack needs to assess extent of the racial biases in his organization

  • Talk to the african americans at the firm

• Should assemble a racially mixed group of people from different functions and levels of the firm to take a good look at Fuller Fenton’s policies and practices

• Dillon

  • Needs to create a multiracial support network

  • Question is whether that wll be at the company or not

Suggestions from Borgia for Fuller Fenton Case

• Heres how jack can make a real difference

• Its one thing to want to embrace diversity, its another to deliver on that ideal

• What can jack do to influence the companies next steps

Suggestions from Millard for Fuller Fenton Case

• Hope should feel safer and fuller fenton should implement more safety concerns

• Jack must transform the company, its really hard but needed.

• Address the bigger issue

Key lessons on dealing with all-stars

Make the all-stars work together, two basketball players

Hiring Practices

Having a diverse team

Insisting on a hiring rubric

Limiting referral hiring

Skill based interview

Day to Day Management

Rotation of work

Mindfully design and assign all people to high value projects

Acknowledge the importance of low profile contributions

Respond to double standards, and stereotype

• stereotype threat

People to weigh in

Scheudle meetings in the work place, inclusive space, not golf course

Equalize access to proactively meet with all employees

Developing Team

Always have meetings within working hours or you risk putting people’s personal lives at a disadvantage or they have to leave

Clarify evaluation criteria

Separate performance from potential and personality from skillset

Level the playing field with respect to self-promotion

Explain how trianing, promotion, and pay decisions will be made, and follow those rules

8 Leadership Suggestions

Measure Diversity and Inclusion

Hold managers accountable

Support flexible work arrangements

Recruit and promote from diverse pools of candidates

provide leadership education

sponsor employee resource groups and mentoring programs

offer quality role models

make the CDQ position count

Halvorson on finding great leaders

Find CEO candidates who actually talk about dedicating personal time to diverse agendas

Suggestions for Allyship

developing empathy and open communication, don’t let microaggressions go, do no harm

Water Cooler

group activities to make people connect in any ways possible, like virtual team building exercises and informal group activities

Advocating

key place for allyship, show trust in people and help them