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105 Cards in this Set
- Front
- Back
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Collective knowledge
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Team members benefit from their collective knowledge when they learn together
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Turnover and Knowledge
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Turnover causes decrease in performance, suggests aspects of group knowledge are being lost when people are replaced
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Organizational Psychology
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Focuses on the task as central to understanding the dynamics of teamwork and team performance
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Team Climate
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emergence of an overall objective, mission or strategic imperative of the group
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Emotional Contagion
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emotions within teams are transferred from one person to other close by
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Free Riders
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Rely on other team members to do their job and thus contribute less than their fair share
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Referent Power
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Most powerful method of convincing. People admire you and want to eb with you because they want to be like you (ex. William Wallace from Braveheart)
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Motivation Components
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1. Energize people
2. Set a direction 3. Keep people motivated |
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Emotional Expression
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7% spoken words
38% verbal 55% facial expression/body language |
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Cognitive Flexibility
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More mind to access when you’re feeling positive
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Depressive Realism
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Personal bias where we think ourselves/world around us are slightly better
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Sunk Cost Bias
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It’s what you may have heard as “throwing good money after bad”, but it isn’t just about money: any type of investment you make — time, money, effort, anything — is subject to this thinking trap.
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Amygdala Hijacking
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Override frontal cortex
Limbic System |
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Cognitive Reappraisal
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CR Is an emotion regulation strategy that involves changing the trajectory of an emotional response by reinterpreting the meaning of the emotional stimulus
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MRI (most respectful interpretation)
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MRI says we assume the best of others. MRI suggests that you consider only the best, the kindest, the most helpful interpretation of every communication and respond solely to that version.
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Interdependence Models
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Pooled Interdependence
Sequential Interdependence Reciprocal Interdependence |
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Abilene Paradox
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Group agrees to course of action that none of them wants, because each member assumes others want it
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Groupthink
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Overconfidence often leads groups to experience a deterioration of mental efficiency, reality testing and moral judgments
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Group Polarization
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Group judgments are often more extreme than the sum of the judgments of individual members
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Common Knowledge Effect
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Although pooling unique info is 1 of the greatest benefits of collaboration, collaborators tend to discuss what everyone already knows
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White Flag Causes
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The presence of someone with expertise
The presentation of a compelling argument Lacking confidence in one’s ability to contribute An unimportant or meaningless decision Pressure from others to conform to the team’s decision A dysfunctional decision-making climate |
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Fighting White Flag
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Before the meeting: choose the right mix of team members and frame team decision making process
During meeting: set a positive tone, monitor group processes and encourage members' self-management After meeting: provide honest feedback, praise individual and group accomplishments |
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Self-Limiting Behavior
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General tendency for individuals in teams to limit their involvement
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Self-Censorship
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Individuals in cohesive groups tend to ignore realistic appraisals of alternatives, and, rather than “rock the boat” stop making efforts to think critically
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6 Principles of EI
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Emotion is information
We can try to ignore emotion, but it doesn’t work We can try to hide emotions, but we are not as good at it as we think Decisions must incorporate emotion to be effective Emotions follow logical patterns Emotional universals exist, but so do specifics |
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Emotion
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Occurs due to some factor that is important to you; distinctive cause
Primarily signals about people, social situations, and interactions Come on quickly and dissipate quickly |
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Mood
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Feelings that last a long time
Often occur for unknown reasons Can be part of body chemistry |
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8 Primary Emotions
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Grief: sorrow
Loathing: disgust Rage: anger Vigilance: being vigilant Ecstasy: joy Adoration: esteem Terror: fear Amazement: surprise |
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Rule of Reason
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Value rational, logical thinking
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Rule of Emotion
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Find emotions to be an integral part of work-life
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Temperament
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The way you’re wired
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Attitude
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Mood and emotion
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Emotional Labor
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Suppress feelings and put on a happy face
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Surface Acting
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Feel one way but don’t show the true, underlying feeling
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Deep Acting
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Try to change your current feeling to match the desired feeling
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Normalizing Emotion
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Do not show strong emotions or emotions that the organization or group deems inappropriate
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Broaden and Build Theory
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Positive emotions tend to open us up to our environment for exploration and discovery
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Primary Dyads
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Mix of two of the primary emotions
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Emotional Display Rules
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Society and culture teach us when it’s okay to show how we feel and when it’s not
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Secondary Emotions
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Strong social or cultural component, self-conscious emotions
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Ideal Team Size
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4-7 people, optimum 5.5
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Brainstorming weaknesses
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Production Blocking: not enough time to get ideas out
Evaluation Apprehension Conformity |
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Team Effectiveness
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Performance
Development and well-being Viability |
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6 Bases of power
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Reward
Coercive: take something away Legitimate: I have the right to tell you what to do Informational: useful information gives influence Expert Referent: strongest |
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Fairness Norms
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Equity: what you merit (most Western companies)
Equality: when harmony/solidarity are important Need: social welfare; create justice |
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Types of Conflict
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Relationship
Task: work-based; content-based Procedural: Delegation issues, role and resource distribution, coordination issues |
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Bridger
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Person that is the only thing connecting two other people
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Surface Diversity
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Age, sex, etc.
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Deep Level Diversity
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Temperament, values, etc.
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Brainwriting
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Individuals independently generate ideas, anonymously submit, and then discuss as a group.
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Pulse Check
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Checking in to see how group is feeling and their satisfaction with their work
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Sports team approach
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Balance competition and cooperation
Orchestrate early wins Call a half time Watch the game video Break out of losing streaks Carve out time for practice Keep team membership stable |
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Intelligente failure
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Promotes learning
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Unproductive Success
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cannot be replicated (no one knows how or why things went well)
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Workplace Team
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Group with clearly defined membership whose members are interdependent to perform a specific task and who operate in the context of a larger organization
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Intelligent Failure Environment
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Familiar environment
Low-risk environment Low-arousal environment |
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The Reflexive Loop
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Our beliefs affect what data we select next time
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Ladder of Inference
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A common mental pathway of increasing abstraction, often leading to misguided beliefs
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Leaps of Abstraction
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All of the middle runs of the ladder if inference
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Reflection
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Becoming more aware of your own thinking and reasoning
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Advocacy
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Making your thinking and reasoning more visible to others
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Inquiry
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Inquiring into other’s thinking and reasoning
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Politicking
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Relentless refusal to learn while giving the impression of balancing advocacy and inquiry
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Components of Behavior
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30% Genetics
30% Situation 15% Interaction between Genetics/Situation 25% Miscellaneous |
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Big 5 Personality Traits
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Extroversion
Consciousness Emotional Reactivity Agreeableness Openness |
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Personality
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Default way to think, act, and feel; default tendencies
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Ambivert
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At optimal level of arousal (neither extrovert or introvert)
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Offensive Pessimism
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Anxiety helps you out
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Maximizing
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Focus on objective best
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Satisficing
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Focus on meeting own standards
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Adaptable Leader
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Select
Craft Stretch |
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Selecting (Adaptable)
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Choosing leadership roles and situations that match one’s style
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Crafting
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Altering, shaping or modifying one’s leadership role to match strengths or compensate for weaknesses
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Stretching
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Modifying one’s style and behaviors to better match the requirements of a leadership role or situation (can become comfortable over time)
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Transactional Leadership
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Operate based on exchange principles (get what they value by giving employees what they want)
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Transformational Leadership
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Operate based on inspiration principles (raise employees’ aspirations to higher standards, focusing attention on long-term goals and intrinsic values)
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Integrators
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Like to blur the boundary between work and the rest of life
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Segmentors
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Prefer to maintain separate boundaries between work and life
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Adaptability
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Exercising flexibility in choices and behaviors within a leadership role
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Extraversion
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Degree to which people tend to act in ways that attract attention
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Emotional Stability
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Degree to which people tend to remain even-keeled in the face of stressful or unpleasant events
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Agreeableness
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Degree to which people tend to behave cooperatively and have a positive orientation toward others
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Openness
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Degree to which people tend to be broad-minded and flexible in their thinking
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Conscientiousness
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Degree to which people tend to be disciplined and organized
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Principles of Persuasion
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Liking
Reciprocity Social proof Consistency Authoriry Scarcity |
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Loss Language
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Frame offers not in terms of what people stand to gain but in terms of what they stand to lose if they don’t act on the information
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Artifact
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Norms and rules of conduct; symbol people can rally around
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Espoused Values
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Shared statements about what is good/bad; what you’d see on company website
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Enacted Values
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What is actually prioritized/rewarded
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Commitment to Values
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Compliance
Identification: like working for you, but don’t agree Cultural Nirvana: really believe in values |
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Iceberg Model
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Only gain insight into a small amount of culture
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Cognitive Culture
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Way we think about things
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Emotional Culture
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Easy to change at the individual level
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Leveraging Culture
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Recruit and select people for culture fit
Manage culture through socialization and training Manage culture through the reward system |
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Culture
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System of shared values and norms
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Values
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Defining what is important
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Norms
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Legitimate, socially shared standards against which the appropriateness of behavior can be evaluated
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Rules
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Formal, codified directives
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Warring Factions
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High levels of intensity; low levels of agreement
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Vacuous Cultures
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Shared values but don’t deliver on them
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Selection (culture)
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Process of choosing new members (for organizations) and choosing to join a particular organization (for job candidates)
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Similarity-Attraction Effect
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We are attracted to people similar to ourselves
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Socialization
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Process by which an individual comes to understand the values, abilities, expected behaviors, and social knowledge that are essential for assuming an organization role and participating as an organization member
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Hypocrisy Attribution Dynamic
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Leaders show inconsistencies between stated values and observed actions
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Actor Observer Bias
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Human tendency to explain one’s own behavior generously and to explain others’ behavior unsympathetically
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