MGT 18 Final

MEYER'S 8 DIFFERENT SCALES

1- communicating

2- evaluating (when/how to give feedback)

3- persuading

4- leading

5- deciding

6- trusting

7- disagreeing

8- scheduling

MEYER- AARON IN RUSSIA EXAMPLE

case where aaron found himself working with two different ethnic groups (russians and israelis) that had some similar styles of working in groups, but there were two big differences in LEADRSHIP styles that made him bump heads.

GUANXI

• relationship that benefits both parties

• to develop good guanxi- one must build trust from the heart

COGNITIVE TRUST

• trust you get from a person’s accomplishments, skills, and reliability

• comes from the head

AFFECTIVE TRUST

• trust you get form emotional closeness, empathy, and friendship

• comes from the heart (affection)

MEYER- BRAZILIAN EXAMPLE

brazilian and american

• brazilian wanted lunches and to get to know americans on a personal level

• american wanted it to be straight to the point and not waste time

MEYER- MIANZI

• meaning FACE in chinese culture

• ”save face”

• better to protect another persposn face than confront them directly, even if theyre wrong

MEYER- SACHLICHKEIT

• objectivity

• debating, NOT disapproving

MEYER- LI SHEN EXAMPLE

different culture, felt her french collegues challenging her presentation was a way of them showing disapprovement over her ideas, bc she was used to chinese trad. manzi/ saving face

SIEBDRAT- POINTS ON GEOGRAPHICAL DIFFERENCE AND EFFICIENCY  

• geographical differences can make a team less effiencient in communication and decision making

• teams further apart are more aware of the dispersion so they may make extra efforts to communicate

• different floors (understimate barriers)

SIEDBRAT- TASK PROCESSES AND SOCIO-EMOTIONAL PROCESSES + HOW THEY WORK TOGEHTER

Tak related processes (ensuring equal contribution)

• more dispersed tend to have higher levels

• dispersed teams can outperform coloacted teams with the same levels

• same with SOCIO EMOTIONAL processes

• facilitate more task related processes

PENTLAND- ENERGY, ENGAGEMENT, EXPLORATION, CHARISMATIC CONNECTORS

Energy

• enthusiasm and vibe people bring, these teams are better at sustaining momentum and prblem solving

Engagement

• involved and participative teams perfome better

Exploration

• seeking new ideas

Charismatic connectors

• facilitate communication, conect people, even if not the smartest they create collaboration

PENTLAND- DEFINE CHARACTERICTS OF SUCCESFUL TEAMS

1) Frequent communication

• face to face, formal and informal, video call

2) Balanced participation

• 50%- talk half of the time, listen the other half

3) High energy and engagement

• external feedback

4) Exploration of ideas

5) Effective social network

• charismatic factors

6) Trust nd reciprocacy

7) face to face interactions

8) diverse perspectives and contributions

9) Adaptability

JOHNSON VICK&CHRIS- Know the 4 work styles & general strategies for leadership when work styles conflict.

Pioneers

• BOLD NEW IDEAS, risk takers, go with your gut

Guardians

• guard stability, order and rigor

Drivers

• challenge, winning (f1 drivers want to win)

Integrators

• integrate the team together

WOOLLEY- COLLECTIVE INTELLIGENCE

• little correlation between group’s C.I and individual group IQ,

• MORE women on teams leads to rise in collective intelligence.

• bc of social sensitivity

WOOLLEY- SOCIAL SENSITIVITY

women tend to be more socially sensitive than men

DAVIDSON- Different Conflict Management Responses and when to use them (chart).
- Who wins and loses depending on which response?

-3 general causes of conflict in organizations.

• identity related differences

• role compatibility

• environmental stress

DAVEY- CONFLICT DEBT

• conflict balls up because of undiscussed and unresolves issues

DAVEY- Leadership techniques for navigating emotional conversations.

CONNOR- BASIC FACT ABT CHARACTERS

JACK- trying to mitigate the issue,

DILLO- black male, felt racially profilde

HOPE- white female, asked to see id

FULLER FENTON- firm said to be onclisove but carried deep implict biases

SITKIN- Key Lessons, Standard-Setting, Dealing with All-Stars

WILLIAMS- Hiring practices, Day-to-day Management, Promotions & Performance Reviews

GROYSBERG- 8 LEADERSHIP SUGGESTIONS

GROYSBERG- HALVORSON ON FINDING GREAT LEADERS

EPLER- SUGGESTIONS FOR ALLYSHIP

Allys help create psychological safe environments

EPLER- WATER COOLER

EPLER- ADVOCATING