MGT 18 Final Study Guide

Meyer

Culture Map, Disagreeing across cultures, building trust across cultures.

Culture Map

Communicating, Evaluating, Persuading, Leading, deciding, trusting, disagreeing, scheduling.

Communicating

Low Context (point blank) vs High Context (decipher)

Evaluating

Direct feedback vs Indirect feedback

Persuading

Principles first vs Applications first (facts and detail -USA)

Leading

Egalitarian (equal) vs Hierarchical (strata)

Deciding

Consensual vs Top-down

Trusting

Task based vs Relationship based

Disagreeing

Confrontational vs. Avoids Confrontation

Scheduling

Linear vs Flexible

Lessons from Aron in Russia

1) Don’t underestimate the challenge

2) Apply multiple perspectives

3) Find the positives in other approaches

4) Adjust and Readjust your position

Mianzi

Saving face

Sachlichkeit

Objectivity, split people and ideas

Meyer strategies for getting global teams to disagree agreeably

Skipping the meeting, depersonalize ideas, have pre-meeting meetings, when playing devils advocate make it clear, side conva

Building Trust across cultures

1) Establish Guanxi

2) Take a long lunch

3) Build cognitive and Affective trust

Cognitive trust vs. Affective trust

Cognitive trust is based on the confidence you feel in another person’s accomplishments, skills and reliability.

Affective trust on the other hand, arises from feelings of emotional closeness, empathy or friendship.

Siebdrat

1) Any degree of separation can influence efficiency (Even different floors)

2) Larger degree’s of separation is sometimes better

Siebdrat Dispersions Advatagaes

1) Competence centers: integrate the different pools of expertise to perform a particular task

2) Virtual teams tend to incorporate higher levels of structural and demographic diversity than do colocated teams, and both types of diversity can be highly beneficial

Siebdrat Team Processes

1) Task-related — including those that help ensure each member is contributing fully; and socio-emotional — including those that increase the cohesion of the group.

2) Team members commit to the overall group goals, identify with the team and actively support a team spirit.

Siebdrat Managing Dispersion

1) Don’t underestimate small teams

2) Emphasize teamwork

3) Promote self leadership

4) Face to face meetins

5) Foster Global culture

Pentland: Science of Teams

1) Energy - How members contribute to team

2) Engagement - How members communicate amongst one another

3) Exploration - How teams communicate with one another

Pentland: Successful team Characterisitcs

1) Alternate short and sweet contributions

2) Face one another . energetic

3) Connect with one another, not just leader

4) Small side convos good

5) Go on break and get info to bring back

Pentland: How to apply the data

1) Visualization

2) Traingin

3) fine tuning

Pentland: Charismatic Connectors

Talk to everyone, high energy, ensure everyone has a voice, listen and talk. “Energized but focused listening”

Vickberg

Opposites

1) Pioneers: New ideas, going w gut, imagination, bold, energy.

2) Guardians: Stability, order, data and facts

3) Drivers: Black and white armed with data, winning love challenge.

4) Integrators: Connections and relationships, want consensus.

Managing Different styles: Driver, guardian, Pioneer and integrator

1) Pull opposites closer

2) Let guardians prep and present however most comfy

3) Pioneers give them whiteboards to write down all their ideas

4) Talk with integrators, ask for thoughts

5) Drivers need breif clear and connected ideas

6) pay attention to introverts

Reuputational Cascades

Result from a fear of looking bad or of being punished for disagreeing, and informational cascades can occur when people assume that early speakers know something others don’t. Either way, you end up with self-censoring and groupthink, which means the team doesn’t benefit from its diverse perspectives.

Woolley

There’s little correlation between a group’s collective intelligence and the IQs of its individual members. But if a group includes more women, its collective intelligence rises.

High EQ

Davidson

Davidson Causes of Conflict

Identity related differences, Role incompatibility, Environmental Stress

Davey

1) Understand: emotions are symptomatic, but not diagnostic“This is important. What do I need to understand?”

2) Let them have a little bit of time (not too much) to discuss. They should still be emotional.

3) how can we make it better

4) establish dealing w emotions up front

5) how you respond to emotions sets the tone

conflict debt — stifled by the sum of all the undiscussed and unresolved issues that stand in the way of progress.

Connor it wasn’t about race, or was it

1) Jack: Managing partner

2) Dillon: Worker at the firm, black, accused by Hope of being suspicious. Has experienced negative reactions to his race before too.

3) Hope: Female, reported Dillon because he was a man since a lot of her friends have been kidnapped.

4) Fuller Fenton: National Accounting firm

Suggestions:
1) Ely: Organizational scale action. Make them listen to one another. Organizational intervention. Make everyone talk and basically do a DEI workshop.

2) Myers: Realize its microaggressions within the company. Make them listen to one another, Task force to look at fuller fentons policies.

3) Borgia: Talk with Dillon first and ask for suggestions then talk with hope. No need to make them meet in person.

Sitkin and Hackman and Coach

Set standards, talk about irritants fast, old doesn’t mean leader, leaders can be made

Williams & Mihaylo Hiring

Hiring:
1) Insist on diverse pool

2) Establish objective criteria, define “culture fit,” and demand accountability

3) Limit referral hiring

4) Structure interviews with skillsbased questions

Williams & Mihaylo Day to day

1) Set up a rotation for office housework, and don’t ask for volunteers

2) Mindfully design and assign people to high-value projects

3) Acknowledge the importance of lower-profile contributions

4) Respond to double standards, stereotyping, “manterruption,” “bropriating,” and “whipeating.

5) Ask people to weigh in. Avoide modesty mandate of those too quiet to speak up

6) Schedule meetings inclusively

7) Equalize access proactively

Williams & Mihaylo Developing the team

1) Clarify evaluation criteria and focus on performance, not potential.

2) Separate performance from potential and personality from skill sets.

3) Level the playing field with respect to self-promotion.

4) Explain how training, promotion, and pay decisions will be made, and follow those rules

Groysberg & Connolly

Many of the CEOs asserted that it is crucial for a company’s employees to reflect the people they serve

1) Measure diversity and inclusion

2) Hold managers accountable

3) Support flexible work arrangements

4) Recruit and promote from diverse pools of candidates

5) Provide leadership education

6) Sponsor employee resource groups and mentoring programs (like appi center/womens center)

7) . Offer quality role models

8) . Make the chief diversity officer position count.

1. Watch out for exclusion and Double standards

Epler

1. Learn Unlearn relearn

2. Re-create the water cooler: informal team building

3. Offer allyship learning

4. Do no harm

5. Don’t let microagressions go, in any setting

   1. pause

   2. name and disarm

   3. educate

6. Mind your microexpressions

7. Advocate for people

   1. constructuve feedback and microaffirmations

8. Advocate for mental health

   1. bi weekly checkins

   2. imprompteu chats

   3. Encourage PTO

Lenora Billings-Harris:
Addressing Micro-Aggression in the Workplace

STOP Method

S: state the behavior

T: tell how you feel

O:options

P: POsitive results

Kwame Christian

Fight flight freeze —> evolved compassionate curiosity

Confluct is opportunity

Closer relationships —> higher stakes

Sheryl Sandberg

Heidi uses contacts and becomes sucessfull. The study is the prof showed his students her profile and then had them decide her qualifications. then he changed her name to Howard and had them re-evaluate. They had the same overall evaluations except the people liked Howard more.

Success and men are more positively seen than success and women.

Believe you have a chance

Get women to sit at the table

Woolley

Collective intelligence, women —> Super chickens

Heffernan

1. Too much competition

2. Success isn’t always the allstars

3. More women, high EQ,

4. Knowing one another

5. collective team

6. Collective restoration

7. Social Capital —> Improves trust

8. Time bilds value

Martin

The mark of a true leader its someone who can look beyond and see that everyone is of value. Have someone advocate and give the credit. Lift as we climb

hard work doesn’t speak for itself.

 Ajay Bhanga Interview

Not just a diversity hire, more than that/