Management Test 4

Zappos

encourage creative and weirdness in people and office space. Says self management will save Zappos from the fate of most large companies

Holacracy

self-organizing teams rather than being in a management hierarchy. Circle of different departments. NO BOSS

Schein’s 3 levels of culture

90% is invisible to the seeing eye

Artifacts

What We See: Visible, tangible manifestations of culture

Examples of Artifacts

dress, organizational chart, logos, physical layout, behavior, awards

Values

What they say: Less visible, but can be talked about and surfaced relatively easily.

Value examples

norms, company philosophies, stories/legacies, mission statements.

Assumptions

What we deeply believe and act on: Learned responses that have worked repeatedly and reliably.

Assumption Examples

very company specific. For the U, perhaps the value of education is a deeply held belief?

Toxic Culture

where the workplace is plagued by fighting, drama and unhappy employees to the point that productivity and the well-being of the people in the office is affected.

Toxic Signs

* Low morale at work
* Lack of communication
* Employees are afraid of the boss
* High employee turnover
* There are cliques and groups in the office
* People in middle management are just “figure heads”

How do you know if your work is toxic?

If have 4 signs then you can say environment is toxic

How does it gain traction?

1. Toxic behavior happens
2. repetition makes it feel normal
3. Team stops trusting management to act
4. People feel that extreme action is justified

How do firms normally try to change their organization’s culture?

Many firms (mistakenly) focus on changing artifacts, because they are easy to observe and easy to change.

“Burning platform” (Assumptions)

Novel/sudden situation necessitates change. Organization's established responses fail repeatedly, leading to crisis.

Through careful leadership. (Values)

Effectively articulating values. Often starts with mission statement and acting on those values

Video: Riding the Waves of Culture

* dilemmas make us human but our culture dictates how we make decisions 
* Integrity is different in every culture
* “A different point of view is simply from the place you are not”

5 Self-destructive behaviors

Fear of being criticized leads us to practice destructive behavior

Procrastination

we are uncomfortable starting or don't know where to start, on average does have element of anger or hostility 

Denial

unconscious process, when we are unwilling or choose not to face reality

Brooding

preoccupied with particular feedback or unjustly evaluated

Jealousy

normal to compare yourself to others, problem when its based on envy, possessiveness, or over idolize someone

Self-sabotage

unconscious behavior, get in your own way

Adaptive Techniques

* Recognize your emotions and responses
* Get Support
* Reframe the feedback
* Use incentives

Proactive Feedback Process (at work)

4 steps

Self-assessment

take a bite of the humble pie, be honest

External feedback

Go to people that you trust first (dress rehearsal) then go to your boss 

Absorbing the feedback

let it sit in and stew over it

Taking action toward change

creating an action plan

Video: How to use feedback to learn & grow

There are two parties when feedback is given: the giver & the receiver

Which party is in charge when receiving feedback?

The Receiver because they have to decide to listen and change

What are the triggered emotional responses to feedback?

1. Truth: How accurate is the feedback?
2. Relationship: Who is giving the feedback?
3. Identity: How does this make me look as a person?

Sensitivity to feedback

How far an individual swings after receiving feedback and how long it takes to recover