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82 Cards in this Set
- Front
- Back
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Are "star players" really better? |
Yes, in fields of repetitive, transactional tasks, top performers are typically 2-3x as productive. In highly specialized or creative work, difference is 6x+. Across all job types best are 4x as productive. |
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What are the common sense advantages of star teams? |
1. sheer firepower 2. synergy - they come up with something they would not have alone |
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What do you need in place before you put the star team together? |
Good talent management! (a) understanding strengths (b) don't create disincentives for teamwork (c) own the pipeline/recruiting to fill the gap |
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What work should an all star team do and why? |
Mission-critical projects are worth the trouble and opportunity cost. Product development projects and functional overhauls are in this category. |
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What are some of the difficulties of managing all star teams and how do you overcome? |
Anticipate what could go wrong and watch out for them 1. Big egos get in the way of progress, so team success should be the basis of rewards 2. The best overshadow the rest of the team, so include recognizing their performance and have them share in the achievements 3. Have a great leader - take time to pick one, feel free to switch it up |
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What are the six fundamental principles of persuasion? |
1 Liking - People like those who like them 2 Reciprocity - People repay in kind 3 Social proof - People follow the lead of similar others 4 Consistency - People align with their clear commitments 5 Authority - People defer to experts 6 Scarcity - People want more of what they can have less of |
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How do you apply the principle of LIKING to persuasion? |
Uncover real similarities and offer genuine praise. Similarity and praise are compelling. |
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How do you apply the principle of RECIPROCITY to persuasion? |
Give what you want to receive. Gift giving is crude, more complex is modeling the behavior you want to see from others. |
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How do you apply the principle of SOCIAL PROOF to persuasion? |
Use peer power whenever it's available. Rather than try to convince them yourself, as someone like that group's members to show support. |
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How do you apply the principle of CONSISTENCY to persuasion? |
Make their commitments active, public and voluntary. Once people go on record in favor of something, they stick to it. Have employees put their commitments in writing. They want to appear consistent to others. |
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How do you apply the principle of AUTHORITY to persuasion? |
Expose your expertise; don't assume it's self-evident. People often mistakenly assume the others recognize and appreciate their experience. |
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How do you apply the principle of SCARCITY to persuasion? |
Highlight unique benefits and exclusive information. opportunities are more valuable as they become less available. Exclusivity of who gets the info and windows of opportunity are examples. |
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How do you apply ALL the principles of persuasion? |
Use them together, and don't manipulate people it works in the short run but not the long run. |
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Why do we have reward systems that reward A but hope for B? |
1. Fascination with an "objective" criterion 2. Overemphasis on highly visible behaviors (publications v teaching) 3. Hypocrisy, intended behavior is achieved anyway 4. Emphasis on morality or equity instead of efficiency |
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What are some biases that distort reasoning?
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Confirmation bias (ignore contradictory evidence)
Anchoring (weight one piece of information too heavily) Loss aversion (too cautious) |
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What are the System One and System Two thinking? |
System One - intuitive thinking System Two - reflective thinking |
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What are the questions on the decision quality control checklist? |
1. Check for self-interested bias: Motivated errors? 2. Affect heuristic (like the recommendation too much) 3. Group think? there should be dissent and it should be explored 4. Saliency bias: i.e. past success story 5. Confirmation bias: credible alternatives considered? 6. availability bias: information WYSIATI 7. anchoring bias: where did the numbers come from? 8. Halo effect: is it too simple? 9 sunk cost fallacy, endowment effect: overly attached to past decision? 10: overconfidence, optimistic, competitor neglect - have an outside view 11: disaster neglect: is the worst case bad enough? 12: loss aversion: overly cautious? |
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How to check and correct Self-interest bias? |
Is there any reason to suspect the team making the recommendation of errors motivated by self-interest? Review the proposal with extra care, especially for over-optimism. |
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How to check and correct Affect heuristic? |
Has the team fallen in love with its proposal? Rigorously apply all the quality controls on the checklist. |
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How to check and correct Groupthink? |
Were there dissenting opinions in the team? Were they explored adequately? Solicit dissenting views, discreetly if necessary. |
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How to check and correct Saliency Bias? |
Could the diagnosis be overly influenced by an analogy to a memorable success? Ask for more analogies and rigorously analyze their similarly to the current situation. |
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How to check and correct Confirmation Bias? |
Are credible alternatives included along with the recommendation? Request additional options. |
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How to check and correct Availability bias? |
If you had to make this decision against in a year's time what information would you want and can you get more of it now? Use checklists of the data needed for each kind of decision. |
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How to check and correct Anchoring Bias? |
Do you know where the numbers came from? Reacher with figures generated by other models or benchmarks and request new analysis. |
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How to check and correct Halo Effect? |
Is the team assuming something in one area will be just as successful in another? Eliminate false inferences and ask team to seek additional comparable examples. |
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How to check and correct Sunk Cost Fallacy, Endowment effect? |
Are the recommenders overly attached to a history of past decision? Consider the issue as if you were a new CEO. |
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How to check and correct overconfidence, planning fallacy, optimistic basis, competitor neglect? |
Is the base case overly optimistic? Have the team build a case taking an outside view; use war games. |
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How to check and correct disaster neglect? |
Is the worst case bad enough? Have the team conduct a pre-mortem: imagine that the worst has happened and develop a story about the causes. |
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How to check and correct loss aversion? |
Is the recommendation overly cautious? Realign inventives to share responsibility for the risk or remove the risk. |
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When should quality control be done on decisions? |
When decisions are both important and recurring, and so justify a formal process. The person doing it should be separate from the team making the recommendation. |
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What are Type I and Type II timing? |
Type I timing is when a team will predictably be ready for leadership interventions. Type II timing is unpredictable but require immediate action. |
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When are the predictable Type I times to intervene? |
Before the Group Exists Launching the Team Midpoint End (reflection) |
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What are the conditions for team effectiveness as found by Type I and Type II article? |
1. creating a real work team 2. specific compelling direction.purpose 3. creating team structure 4 providing context that supports teamwork 5 coaching team as team |
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When should you relaunch a team? |
Poorly designed team with unclear purpose can develop persistent dysfunctions. |
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Four criteria for a resource (assets,firm attributes, capabilities) to bring sustained competitive advantage: |
1.Mustadd value to organizations efficiency and effectiveness 2.Mustbe unique and rare 3.Mustbe difficult to imitate 4.Itmust be unclear how the resource(s) affect the bottom line (e.g., there iscausal ambiguity) |
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Why are "people" a sustainable competitive advantage? |
1 Systems and cultures are not concrete norreadily visible. 2 System dynamics are complex and hard toreplicate across contexts. 3 People cannot be cloned! |
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Why team why now? |
Changes in competitive landscape --> results in changing in coordination patterns. Less reliance on large, stable hierarchies and more reliance on small, fluid project team. |
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Ifteams are so natural, why is leading teams so difficult? |
1 Largenumber of team outcomes to be managed 2 Contingentrelationships between leader behavior and team outcomes 3 Tendencyto gravitate to a stable leadership style 4 Inabilityof any single styleto manage the contingencies |
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Describe the Overview of Team Leadership diagram (each colored category and then the sub categories below it) |
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The Big Five Factor Model of Personality, list the five factors of it: |
1 Conscientiousness 2 Extraversion 3 Agreeableness 4 Openness to Experience 5 Neuroticism |
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What is "personality"? |
Anindividual’s characteristic patterns of thought, emotion, and behavior. |
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What determines personality? |
40% genetics 60% environment |
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How stable is personality? |
Stabilizes by age 30. ·There is small normative change over time(e.g., most people change in the same way during a specific time period – rankordering does not change) |
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What are the categories for Spearman's G and contemporary g (general mental ability)? |
1 Verbal Ability - fluency &comprehension 2 Numerical Ability - rules andcalculations 3 Analytic Ability - reasoning &deduction |
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How do the Big Five Personality Factors and the g categories relate? |
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Does personality predict individual job performance? |
Cognitive ability most valid predictor ofjob performance across all jobs and occupations (r = .51). Task knowledge is next (r =.48). Conscientiousness is next (r = .31). Extraversion predictsperformance in managerial and sales positions. Openness to experience is important inpredicting training proficiency. |
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What is task knowledge? |
¨Knowledge – awareness of, and skill inapplying, a specific body of facts, often residing in memory |
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Does personality predict individual contribution to a team? |
Agreeableness contributes to team climate. Extraverts have high initial influence& status in teams (Over time extraverts lose influence &status.) Neurotic individuals have lowinitial influence& status in teams (Over time neurotics gain status &influence.) |
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How can you tell the success of a team by its leader? |
Leader behaviors are more predictive ofgroup performance than leader traits such as intelligence and personality(62%). |
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What is group "cultural"? |
* Conceptual definition: aset of shared, and often unstated, assumptions, values, beliefs or traitsshared by a specific community that translate into behavioral tendencies * Scientific operational definition: theability to predict people’s responses at the individual-level, giveninformation on community membership information at a higher level of analysis |
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Is it better to have cultural homogeneity or diversity in an organization? |
Cultural homogeneity promotes communication, understanding, trust, collaboration, premature consensus, and lack of creativity. Cultural diversity promotes divergent thinking and problem solving, disagreement, conflict, and lack of execution. |
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What is Emotional Intelligence? |
EI is defined as the “ability to monitor one’s own andothers’feelings and emotions, todiscriminate among them, andto use this information toguide one’sthinking and actions.” |
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What are the five components of Emotional Intelligence? |
Self-awareness Self-regulation Motivation Empathy Social Skill |
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Task design can be divisional or functional. Define these two terms. |
Divisional:Each student does allfour partsof process for one of the industries. People and groups are organized aroundproducts, customers, or geographic regions. Functional:Each Student does onepartof process for all four of the industries. People and groups are organized aroundspecialized activities such as production, marketing, and human resources. |
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What are the basic coordination mechanisms in organization? |
Mutual adjustment - simple coordination via informal face-to-facecommunications among team members. Direct supervision - leader assigns objectives and deadlines to team members to contribute to a common goal Standardization - establishing common routines and procedures that apply uniformly |
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What is the relationship between size and stability? |
Teamsize increases coordination complexity and process loss because of: 1 Effectontotal number of communication links to be managed 2 Effectonmaximum number of links managed by one person 3 Variabilityofamount of communication handled by one person |
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Describe the relationship of motivation loss in teams: |
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What is Social Loafing? |
Social loafing: Workingless hard and being less productive when in a group. |
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What are the two dimensions of organizational structure? |
Centralization (high-ups or low downs make decisions) and Departmentation |
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What determines Desire to Perform? |
Valence - AnticipatedValue of Potential Outcomes Instrumentality - Performance-Outcome Relationships (Transactional "show me the money" vs. transformational "show me the meaning") |
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What are the steps of motivating someone? (boxes in the diagram) |
Desire to perform --> Intensity of Effort --> Level of Performance --> Outcomes |
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What Determines Intensity of Effort? |
1. Expectancy - Effort-PerformanceRelationships (perceived probably of success -- self-efficacy v. team-efficacy) 2. Goals - OperationalizingValues in Terms of Future End States |
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Effective goals should have what features? |
1 quantitative (treasure it -- measure it) 2 specific (no doubt about accomplishment) 3 time bound (here and now) 4 difficult (but obtainable) 5 inspire commitment (tied to outcomes) |
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What Determines Level of Performance? |
1 Abilities 2 Task Strategies |
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What factors sever the effort-performance relationships? |
1 Lack of effective team composition 2 lack of effective task strategies |
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What Determines Outcomes? |
1. attributions (internal v external) 2. feedback & rewards - feedback is specific, quantitative, tied to goals, easy to get, accurate and credible, timely and diagnostic |
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How should rewards be structured in a team? |
Rewards should be based on teamperformance if the goal is to promote teamwork. Individual rewards in a team context areproblematic because team members will put their own interests above the team’s. |
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What affects Psychological safety? And what are the benefits of it? |
1 Shared belief that climate is safe forinterpersonal risk-taking (asking questions, seeking feedback andhelp, expressing concerns, reporting mistakes, proposing ideas) 2 More likely when:¤There is leader and peer support:inclusiveness (inviting and appreciating contributions), trust, and respect¤Leader models openness and fallibility¤There is context support – access toinformation and resources 3 Promotes information sharing, teamlearning and, in turn, innovation and performance |
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Do teams make better decisions? |
Teams are less effective than individuals, more confident about their judgments, and the larger the team the poorer the decision quality. Decision-making accuracy ishigher when(a) teamsknow a greatdeal about the issues and (b) team leaders possess theability to effectively evaluate members’ opinions and judgments (homogeneous groups arefaster but decision quality susceptible to groupthink and other biases) |
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How does "truth wins" affect teams? |
¨In a multiple choice situation with acorrect answer, if one group member knows the answer, then the group willanswer the question right¨¨Implication - decision making tasks aredisjunctive (independent) in nature and the group performs as well as its bestmember *Unless truth is held by low status member, introvert, etc. REALITY IS Groups Rarely Perform as Well asTheir Best Member |
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What are the limits to rationality? |
1 Insufficient Cognitive Capacity 2. Insufficient Will-power Inthe face of these limitations, decision-makers rely on intuition and cognitive short-cuts |
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What are the two types of team conflict? |
¤Task (also called cognitive conflict) ¤Relationship (also called affectiveconflict) |
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What triggers conflict? |
¨Interdependence within and between groups(mutual inputs, process or outcomes)¨ ¨Ambiguous or suspect power relationships(things are “up for grabs”)¨ ¨Divergent values and goals¨ ¨Emergence of “We-They” language¨ ¨Mistrust of information shared¨¨ |
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What is a conflict spiral? |
Conflict Spirals: Incidents thatstart small and innocuous, but then progressively andconspicuously grow out of control |
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What tends to happen in success and failure attributions? |
Self-attribute success and attribute failure to external/scapegoats. That's why it's important to BE HONEST. |
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Is failure bad? |
A negative emotional experience that mayfoster reflection and analysis; or finger-pointing, denial, cover-ups,anddysfunctional conflict OR Failure can promote learning, change and growth and risk-taking. |
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Performance Orientation vs. Learning Orientation |
* Performance Orientation: focus is onmaximizing current performance via efficient execution of well-learned routines(Execution Style) *Learning Orientation: focus is onexperimentation with new, and perhaps improved routines that may replace oldroutines (Experimentation Style) Transition Cost: short term drop incurrent performance levels attributable to experimentation and a focus onlearning |
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Describe the model of the feedback process: |
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What are the three major forms of fairness perceptions? |
Distributive Justice: How much eachperson gets? Procedural Justice: How was thisdistribution determined? Interactional Justice: Was it presentedwith dignity and respect? |
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What are the Leader Behaviors that matter? |
Transformational - Inspire followers to transcend their ownself-interests for the good of the organization; they can have a profound andextraordinary effect on followers Transactional - guide or motivate theirfollowers in the direction of established goals by clarifying role and taskrequirements ^best to have both transformation & transactional Consideration and support of followers |
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What is leadership? |
Leadership as the ability to getpeople to think, say or do something thatthey would not have thought, saidor done without the social influence associated with one prominent individual |
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Three roads to leadership experiences: |
1 Niche Player 2 Strategic Bonder 3 Adaptive Learner |
