Z370 Final

Forming

Little agreement, unclear purpose, guidance & direction

Storming

Conflict, increased clarity of purpose, power struggles,coaching

Norming

Agreement & consensus, clear roles & responsibilities, facilitation

Performing

Clear vision & purpose, focus on goal achievement, delegation

Adjouring

Task completion, good feeling about achievements, recognition

Role

a set of expected behaviors for a particular position

Role perception

our view of how we’re supposed to act in a given situation

Role expectations

How others believe you should act in a given situation

Role conflict

Conflict experienced when multiple roles are incompatible

Norms

Shared attitudes, opinions, feelings, or behaviors that guide individual & group behavior, considered rules/standards of conduct that are supposed to guide members, help members to guide their own behavior & predict what others will do

Cohesion

The emotional attraction among group members, share credit, higher participation, increased conformity to team norms, more productive, more prone to groupthink

Trust

A reciprocal belief that another person will consider how their intentions & behaviors will affect you, when we feel/observe others trust us we’re more likely to trust them

Contractual trust

Trust of character

Communication trust

Trust of disclosure

Competence trust

Trust of capability, quick trust

Communication

The exchange of information between a sender & a receiver, & the inference (perception) of meaning between the individuals involved

Sender

Encodes message & selects medium

Message

Transmitted through a medium

Receiver

Decodes message & decides that feedback is needed

Receiver

Sends feedback through a medium

Noise

Anything that interferes with the transmission & understanding of the message

Active listening

Fully invested, full attention, expend energy by participating

Involved listening

Partially invested, devoting some attention, inconsistent participation

Passive listening

Not my responsibility to be an active participant, not an equal partner

Detached listening

Disinterested, bored, distracted, inattentive

Defensiveness

Occurs when people perceive they’re being attacked/threatened

Empathy

Ability to recognize & understand another person’s feelings & thoughts

Crucial conversations

Occurs when stakes are high, opinions vary, & emotions run strong, people may avoid them, face them & handle them poorly, or face them & handle them well

Share your facts

Start with the facts alone not your emotion-driven story, facts are least controversial, facts are least likely to offend, & facts help start at the beginning

Tell your story

You have to follow up that observation (fact) with your conclusions, if you simply mention the facts the other person may not understand the implications, take the risk & be selective

Ask for other’s facts & stories

Ask for other person’s facts (observation) & story (conclusion) to get their perspective of the situation

Talk tentatively

When you’re sharing your story remember that it’s an interpretation & not a fact so don’t tell the story as though it’s a fact

Encourage testing

Invite opposing views & challenge your own thinking to encourage active dialogue

Silence

Understating true opinions, using phrases like “some people” instead of “I”, changing the topic when sensitive subject are brought up, withdrawing from conversations/relationships

Violence

Exaggerating by using absolutes, labeling & name-calling, monopolizing conversation, using directive (yes/no) questions to control, belittling ideas/people, threatening

Psychological safety

The extent to which people feel free to express their ideas & beliefs without fear of negative consequences

Conflict

Occurs when a perceived gap exists between what is desired & what is experienced

Relationship conflict

Disagreements stemming from interpersonal issues within a team, harmful to team performance & outcomes

Task conflict

Disagreements about how a task should be done, debate over the right strategy for a project or a difference of opinion about how to allocate resources, result in better decisions & outcomes

Integrating

High concern for others & self

Obliging

High concern for others & low concern for self

Dominating

Low concern for others & high concern for self

Avoiding

Low concern for others & self

Negotiations

A give-and-take decision-making process between 2 or more persons with different preferences

Bargaining mix

Things that will be formally part of the final agreement

Tangible

The things in the contract; price, delivery, quantity, other termsI

Intangible

The unspoken things; “winning”, reputation, being fair, the relationship

Interests

Intangible, why you want what you’re asking for, a party’s underlying reasons, values, or motivations, explains why someone takes a certain position, focusing on interests expand the pie & both get more from the negotiation

Positions

Surface statements of where a person/organization stands, rarely provide insight into underlying motivations, values, or incentives

Distributive negotiation

Competing, for one of us to gain the other has to lose, interests conflict, fixed pie mentality, appropriate in simple, single-issue negotiations (haggling), focus on positions, low information sharing, short-term relationship

Integrative negotiation

Both come away better-off by working together, not all interests conflict, expanding the pie, underlying issues important to both parties, focus on interests, high information sharing, long-term relationship

Best alternative to negotiated agreement (BATNA)

What you have if you fail to agree in this negotiation, alternative options, if the current negotiation outcomes don’t satisfy your interest the best you can do for yourself if you walk away & go with your BATNA, better your BATNA the greater your power, difference is bargaining power

Target

Ideal goal, what you’d really like to get but don’t have to get, specific & ambitious number

Resistance point (RP)

Single number, worst deal you’re willing to accept, keeps you from accepting a lousy offer, base our RP on our BATNA

Job-based vs person based compensation

Work performed vs added value

Multi-hire vs individual-hire

Less bargaining power when multiple people are hired on at once

Precedent for salary negotiation

Can’t negotiate salary but what else is on the tableL

Location considerations

Location isn’t optimal, what can you do for me

Decision-making

The process of choosing a course of action for dealing with a problem/opportunity, only true distinctive characteristic of managers

Confirmation bias

How we selectively gather information, the decision maker subconsciously decides something even before investigating why it’s the right decision & seeks information that supports the decision while discounting information that doesn’t, leads us to collect information that supports our beliefs/views

Overconfidence bias

Overestimating our skills relative to those of others & overestimating the accuracy of our predictions, grows in strength when people are asked moderate to extremely difficult questions rather than easy ones, entrepreneurs often fall prey when deciding to start & sustain new ventures

Availability bias

Decision maker’s tendency to base decisions on information that is readily available in memory, leads us to overestimate the importance of information we recently received/thought about even if it’s not the best/most accurate information, likely to cause people to overestimate the occurrence of unlikely events

Anchoring bias

Decision makers are influenced by the first information received about a decision even if it’s irrelevant, happens because initial information, impressions, data, feedback, or stereotypes anchor our subsequent judgements & decisions

Priming effect

Occurs when an individual’s exposure to a certain stimulus influences their responses to a subsequent prompt without any awareness of the connection

Rush to solve effect

People in a hurry often fail to consider all of the possible data before making their decision, one datum can influence the interpretation of all other information

Hindsight bias

Occurs when knowledge of an outcome influences our belief about the probability that we could’ve predicted the outcome earlier, in retrospect we get overconfident about our foresight which leads to bad decisions

Framing bias

Relates to the manner in which a question is posed/framed, shows that our decisions are influenced by the manner in which a problem/question is framed, susceptibility to framing effects increases with age, people will make riskier decisions when framed as a loss

Escalation of commitment bias

Not treating past investments as sunk-costs when deciding to continue an investment, ego tied to a project

Centrality

Establishing a network of task & interpersonal relationships

Criticality

Importance of your work to others

Flexibility

Freedom to exercise your own judgement

Visibility

Interacting with influential people in the organization, being widely known for your work

Relevance

Working on the central objectives & issues in an organization

Hard tactics

Exert more overt pressure, coalition, pressure, legitimizing tactics

Soft tactics

Friendlier & not as coercive, rational persuasion, inspirational appeals, consultations, ingratiation, personal appeals

Retribution

If you don’t do X you’ll regret it

Reciprocity

If you do X you’ll receive Y rewards

Reason

You should do X because it’s good for the company & you

Commitment

Person internally agrees with the decision/request, likely to make a great effort to carry out the request

Compliance

Person is willing to carry out request to gain reward/avoid punishment, likely to be apathetic & give up easily when obstacles are encountered

Resistance

Actively tries to avoid carrying out the request, excuses, delay, go to higher authority, sabotage, outright refusal

Reciprocity

Obligation to give when you receive

Scarcity

People want more of those things they can have less of

Authority

People will follow credible, knowledgeable experts

Consistency

Looking & asking for commitments that can be made

Liking

People who are similar to us

Consensus/social proof

People will look to the actions of others to determine their own

Organizational politics

Intentional acts of influence to enhance/protect the self-interest of individuals/groups that aren’t endorsed by/aligned with those of the organization

Conformity

Agreeing with someone else’s opinion to gain his/her approval

Favors

Doing something nice for someone to gain that person’s approval

Excuses

Explaining a predicament-creating event aimed at minimizing the apparent severity of the predicament

Apologies

Admitting responsibility for an undesirable event & simultaneously seeking to get a pardon for the action

Self-promotion

Highlighting your best qualities, downplaying your deficits, & calling attention to your achievements

Enhancement

Claiming that something you did is more valuable than most other members of the organizations would think

Flattery

Complimenting others about their virtues in an effort to make yourself appear perceptive & likeable

Exemplification

Doing more than you need to in an effort to show how dedicated & hardworking you are

Trait theory

Focus on personal qualities & characteristics, predict leadership emergence & effectiveness, you’re either a leader or you’re not, ohio state theory

Behavioral theory

Focus on leader behaviors, we can determine leadership effectiveness by leader behavior, we can train people to be leaders

Initiating structure

The extent to which a leader is likely to define & structure his/her role & those of subordinates in the search for goal attainment

Consideration

The extent to which a leader is likely to have job relationships characterized by mutual trust, respect for subordinates’ ideas, & regard for their feelings