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38 Cards in this Set
- Front
- Back
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anchoring trap
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inertia
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status quo trap
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avoiding changes unconsciously try to avoid effort
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sunk cost trap
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stop ongoing action, making future changes
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confirming evidence trap
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only seeking info that supports our view
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framing trap
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frame of mind (%)
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estimating and forecasting trap
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overconfidence or prudency
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groupthink
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peer pressure, high power distance
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group polarization
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two ends of spectrum, diffusing responsibility, persuasive argument
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3 criteria for culture as a leadership tool
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strategically relevant, strong culture, emphasizing innovation
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how to manage leadership
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recruiting people for culture fit, managing through socializing and training, managing through rewards
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network concepts: strong tie
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high density network, info exchange, isolate other networks
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network concepts: weak tie
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low density network, limited communication, diversified info, external validation
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4 steps to creative discovery
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preparation (new experiences), incubation (engages), illumination (individual insight), verification (determine)
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sender-verbal communication
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words
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sender-nonverbal commnication
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pitch, volume, tempo, duration, tone, facial expression
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receiver-barriers communication
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cultural, perceptual screens, language, ambiguity, status, gender, defensive communication
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defensive communication
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control (authoritarian manner), strategy (manipulation), certainty (unwilling to admit mistakes), superiority (reminds who's in charge), neutrality (minimal support), evaluation (judgmental)
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strategies for interpersonal communication
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active listening supportive communication (our instead of you, nod, paraphrase, questions)
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communication percentages
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words 10, non verbal 20-30, body language 60-80
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4 organizational conditions
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controls critical resources, reduce uncertainty, central role, difficult to replace
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social intelligence of leaders
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followers mirror leaders, who are finely attuned
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social intelligence skills
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empathy, attunement, organizational awareness, influence, inspiration, developing others, teamwork
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ohio state leadership study
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consideration (people oriented) shows concern, looks out for them -- initiating structure (task oriented) defines roles and subordinates role
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u of michigan leadership study
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effective managers planned, delegated, showed trust, improved communication giving employees bigger roles
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lewin, lippit, white
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laissez faire style leadership (employee centered, delegating)
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transactional leadership
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social exchange (all but referent)
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transformational leadership
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inspires and empowers employees (all + referent)
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decision making--3 models
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thinking first, gut feeling, seeing first
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economic man vs satisficing man
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known options vs partially rational
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rational model decisions
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theory x, Max Weber structure, social loafing, cooperation
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intuition model decisions
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holistic hunch, automated expertise
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seeing first decisions
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preparation (new experiences), incubation (engages), illumination (insight), verification (is idea valid)
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individual influences on decision making
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risk aversion, self efficacy, personality
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personality decision making style (Myers Briggs)
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STIF
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organizational formal vs social
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professionalism vs pride at queens
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improving decision making
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define, identify, evaluate, select cure
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level 5 leader
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executive with genuine humility blends with professional will
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Vroom
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decision significance, importance of commitment, leader expertise, likelihood of commitment, group support, group expertise, team competence
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