MGT 18 Michael McKay Final Study Guide

Communicating (Meyer)

High Context to Low Context

Evaluating (Meyer)

Direct to Indirect Negative Feedback

Leading (Meyer)

Egalitarian to Hierarchical

Deciding (Meyer)

Consensual to Top Down

Trusting (Meyer)

Task Based to Relationship Based

Disagreeing (Meyer)

Confrontational to Non-confrontational

Scheduling (Meyer)

Linear to Flexible

Persuading

Principles First to Applications First

What is Culture? (Pellegrino Riccardi)

A system of behavior that helps us act in an accepted or familiar way.

Nonverbal Communication

• How do people dress?

• How do they greet each other in the morning?

• What is the protocol for going in and out of someone's office?

• Do people maintain eye contact when they talk?

• How far apart do people stand?

Mono/Polychronic Behaviors

• Do people come to work on time? Who does and who doesn't?

• What happens when someone who is talking to someone else gets a call?

• What does a third person do when approaching two others who are already in conversation?

• Do meetings start on time?

• How long do people with appointments usually have to wait?

Power Distance Behaviors

• How do subordinates treat their superiors?

• How do superiors treat subordinates?

• Do you see evidence of bosses delegating authority or holding on to it?

• Do you see evidence of subordinates taking initiative, or just waiting for instruction?

• Whom do people eat lunch with?

• Do they eat only with their peers, or is there mixing of the ranks?

Communication Styles

• How is conflict handled?

• How is disagreement expressed?

• How is bad news or a negative concern communicated?

• How important does saving face seem to be?

• Are people generally direct or indirect in their conversation?

• Does this appear to be a high or low context workplace?

Meyers Rules to Help:

- Don't Underestimate the Challenge

- Apply Multiple Perspectives

- Find the Positive in Other Approaches

- Adjust and Readjust your Position

Ernesto Sirolli's Advice About Cultural Competency

- Shut up and listen

- If people don't want help, leave them alone

- Build relationships and trust

Four Work / Personality Profiles (Johnson Vickberg, Christfort, Fisher, Beard, Harrell "Spotlight on the New Science of Team Chemistry.") Deloitte

Pioneer, Driver, Guardian, and Integrator

Pioneers:

Adaptable, Energetic, Exploratory, Outgoing, Novelty Seeking, Expressive, Spontaneous, Creative, Risk Taker, Brain-stormer

Drivers:

Determined, Disciplined, Risk Taker, Tough/Resolute, Ambitious, Intensely, Curious, Competitive, Goal-oriented, Logical, Experimental

Guardians:

Methodical, Controlled, Detail Oriented, Respectful, Meticulous, Realistic, Planners, Risk Averse, Reserved, Conventional

Integrators:

Empathic, Emotionally Expressive, Consensus Oriented, Ambiguity Tolerant, Diplomatic, Optimistic, Values Relationships , Contextual, Trusting, Big Picture Thinker

The Big Five Personality Traits

Openness, Conscientiousness, Extraversion, Agreeableness, Neuroticism (OCEAN)

Openness

High: very creative, open to trying new things and new challenges, happy to think about abstract concepts

Low: dislikes change, does't enjoy new things, resists new ideas, not very imaginative, dislikes abstract or theoretical concepts

Conscientiousness

High: spends time preparing, finishes important tasks right away, pays attention to detail, enjoys having a set schedule

Low: dislikes structure and schedules, makes messes and doesn't take care of things, procrastinates important tasks, fails to complete necessary or assigned tasks.

Extraversion

High: enjoys being the center of attention, likes to start conversations and meeting new people, has wide social circle, finds it easy to make new friends, feels energized around others, says things before thinking

Low: dislikes being the center of attention, prefers solitude, feels exhausted after a lot of socializing, finds it difficult to start conversations, dislikes small talk, carefully thinks before speaking,

Agreeableness

High: great deal of interest in others, cares about others, feels empathy and concern for others, enjoys helping and contributing to the happiness of other people, assists others who are in need of help

Low: little interest in other people and their problems, doesn't care how people feel, insults and belittles others, manipulates others to get what they want

Neuroticism

High: experiences a lot of stress, worries a lot, easily upset, dramatic shifts in mood, feels anxious, struggles to bounce back after stressful events

Low: emotionally stable, deals well with stress, rarely feels sad or depresses, doesn't worry much, very relaxed

Brian R Little: How Our Projects Shape OurPersonalities and How We Can Use Them to Shape Who WeAre. (The Puzzle of Personality)

- The greatest value in thinking of personality as "doing projects" rather than "having traits" is in 3 powerful words: potential for change

- Personal projects are all about the future, they point us forward

Downside of Conflict in Business

• Derails projects

• Damages relationships

• Loses company business

• Initiatives slow to a standstill

• Goals remain unfulfilled

• Energy and creativity are siphoned off

Upside of Conflict in Business

• Better work outcomes - alternative solutions

• Clarify priorities and processes

• Opportunity to learn and grow

• Improved relationships - greater respect

• Job satisfaction - people are happier

To Manage Stress and Conflict, Start By:

Managing Yourself

Conflict Response Approaches:

Competing, Accommodating, Avoiding, Compromising, Collaborating, Distributive, Integrative

- Think of collaboration as a "win-win" outcome; avoiding as a "lose-lose" outcome and the compromising, accommodating, and forcing approaches as win-lose outcomes

Competing Conflict Response Approach:

An attempt to satisfy one's own needs at the expense of the other individuals

- Low concern for others, high concern for self

Accommodating Conflict Response Approach:

Satisfies the other party's concerns while neglecting one's own

- High concern for others, low concern for self

Avoiding Conflict Response Approach:

Neglects the interests of both parties by sidestepping the conflict or postponing a solution

- Low concern for self and others

Collaborating Conflict Response Approach:

An attempt to address fully the concerns of both parties

- High concern for self and others

Compromising Conflict Response Approach:

Intermediate between assertiveness and cooperativeness

Distributive Conflict Response Approach:

Occurs when a person approaches the conflict as managing the proportion of satisfaction of each person in the dispute

Integrative Conflict Response Approach:

Seek to increase the pie, to work out "win-win" solutions

What is Assertive?

The ability to communicate your needs, feelings, opinions and beliefs in an open and honest manner without violating the rights of others.

Assertiveness Is:

• Saying "yes" when you want to and "no" when you mean "no."

• Agreeing to do something, but not just to please someone else.

• Deciding on, and sticking to, clear boundaries.

• Being OK to defend your position, even if it provokes conflict.

• Being confident in the face of conflict should it occur.

• Understanding how to negotiate when two people want different outcomes.

• Having a positive and optimistic outcome.

Assertiveness Is Not:

• A way to win every argument

• A way to get what you want

• A way to get others to feel like you feel

• A way to get others to think like you

• A way to tell everyone everything all the time

Margaret Heffernan - Dare to Disagree

- If you have an opinion, stand up and say it loudly. If someone else gives you an impression, welcome it.

- Constructive conflicts lead to growth and progress

- People are afraid of starting conflicts since they fear the outcome, and they are scared of losing the argument (BAD)

- Openness invites conflict (disagreement) and conflict leads to opportunity

Team Emotional Intelligence - Jean Greaves and Evan Watkins

- Team emotional intelligence places the group's emotions and social interactions top of mind and squarely in the hands of the whole team.The group manages how they feel and how they connect as they work together to excel.

- Tuning into team emotions, fostering productive work relationships, building trust, and building a conducive environment within the team is the constant work of leadership

- When emotions run your team, your team runs into trouble

- Your team's ability to effectively read these emotions, feelings, and moods is the foundation of team emotional intelligence.

Emotional Intelligence (EQ)

Emotions (feelings) can drive a team forward to achieve its goals or it can also lead to unrealistically optimistic analysis and to dangerous action and decision-making

Read and act on emotional data: Emotion awareness & management

Strengthen relationships: Internal & External Relationship skills

Group / Team EQ

Based in BEHAVIORS

It is: A set of specific group/team skills

It is NOT: The sum of team member EQ

- Build the EQ of your team by making time for team members to appreciate each other's skills, surface and manage emotional issues, and celebrate success, to cooperate more fully and collaborate more creatively.

- High emotionally intelligent teams achieve superior levels of participation, cooperation and collaboration

Mirror Neurons and a "We-Mind-Set"

Social connection is key to survival.

1. We can read others

2. We can build community

3. We can learn better together

4. We can accomplish more together

Team Culture and Shared Leadership - Social Skills

• Empathy

• Encouragement

• Engagement (mutual interest)

• Modelling

• Commitment to Mission

• Affirmation

Simon Sinek - Be an infinite player

- Finite players play to win the game

- Infinite players play to stay in and extend the game

- Don't think of others as your competition and trying to beat them out, think of yourself as the competition, and do better than your previous self

Coach K - his beliefs about how he develops team leadership

- A simple statement by someone with courage in a moment when people are together

- Leadership may be vocal or quiet

- You have to get to know your people and find out what type of leaders you have

- Develops leadership by teaching it on an individual basis and sometimes on a collective basis

- there is no standardized test

- If you know that a person is capable of more, you should excite them and not scare them about what they might be able to do.

- You can't give people responsibilities without empowering them to use their capabilities

- Leadership is a heavy load for many and cannot be pushed onto them

Margaret Heffernan: Are you a super chicken?

- Conflict as opportunity

- Social capital is built around the reliance and interdependency of people to build trust, this is what gives companies momentum and makes them robust.

- management needs to stop creating rivalry and pitting employees against each other

- Redefine leadership where conditions are changed to allow everyone to do their most creative thinking together

- "Companies don't have ideas—only people do"

Williams and Mihaylo: Strategies to Foster Equity and Inclusion

First Step: understand the four distinct ways bias plays out in everyday work interactions

Second Step: recognize when and where these forms of bias arise day-to-day

Williams & Mihaylo Step 1

understand the four distinct ways bias plays out in everyday work interactions

Prove it Again - Some groups have to prove themselves more than others do

Tightrope - A narrower range of behaviors is accepted from some groups than from others

Maternal Wall - Women with children see their commitment and competence questioned or face disapproval for being too career focused

Tug of War - Disadvantaged groups find themselves pitted against one another because of differing strategies for assimilating - or refusing to do so

Williams and Mihaylo Step 2

recognize when and where these forms of bias arise day-to-day

Picking Your People

- Insist on a diverse pool

- limit referral hiring, structure interviews with skills-based questions

- establish objective criteria, define "culture fit", and demand accountability

Managing Day to Day

- Set up a rotation for office housework, and don't ask for volunteers

- respond to double standards, stereotyping

- ask people to weigh in

- Schedule meetings inclusively

- equalize access proactively

Developing Your Team

- Clarify evaluation criteria and focus on performance, not potential

- separate performance from potential and personality from skill sets

- level the playing field with respect to self-promotion

- explain how training, promotion, and pay decisions will be made, and follow those rules

Cardona and Miller - Team Leadership

The fundamental mission of a team leader is to create and strengthen the team's identity... The leader has one basic responsibility: to foster the shared objectives, which essentially are the heart of the team and the foundation of its identity

Groysberg and Connolly - Great Leaders Who Make the Mix Work

- diversity creates dissent and you need that. without it you're not going to get any deep inquiry or breakthroughs

- diverse workforce also prevents an organization from becoming too insular and out of touch with its increasingly heterogeneous customer base

- contributions of women are often under-appreciated

-- Defined an inclusive culture as one in which employees can contribute to the success of the company as their authentic selves, while the organization respects and leverages their talents and gives them a sense of connectedness

Groysberg and Connolly - practices that make a difference

i. Measure diversity and inclusion

ii. HOLD MANAGERS ACCOUNTABLE

iii. Support flexible work arrangements

iv. recruit and promote from diverse pools of candidates

v. provide leadership education

vi. sponsor employee resource groups and mentoring programs

vii. Offer quality role models

viii. Make the chief diversity officer position count

Diversity - Going Beyond the Rhetoric

• Commitment to diversity arises out of personal experience

• It's a business and a moral imperative

• Diversity creates creativity, innovation and constructive dissent

Three choices during critical personal dilemmas:

Exit (avoid confrontation, retreat or quit/pass; do nothing)

Loyalty (do what is asked, go along with your boss' or your colleagues' expectation, give in)

Voice (look for compromise or a win/win, transform the dilemma, be a change-maker; reframe the issue, build allyship)

Chimamanda Ngozi Adichie - Single Story

- single stories can have significant negative impact (They can rob people of their dignity, and emphasize how we are different rather than how we are similar)

- often in our lives we operate from the perspective of hearing and knowing a single story

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