Mhso Quiz 2

Front 1

• Transitive goals

Back 1

external – something you ensure to the population

Front 2

• Reflexive goals

Back 2

internal – organizational gain

Front 3

• SMART

Back 3

Specific, Measurable, Achievable, Relevant, Timely (Encompassing, Review)

Front 4

• Situational Leadership Levels

Back 4

o S1 – high directive, low supportive – structuring
o S2 – high directive, high supportive – coaching
o S3 – high supportive, low directive – encouraging
o S4 – low supportive, low directive – delegating

Front 5

• Developmental levels

Back 5

o D1: Unable and/or Unwilling
o D2: Unable but Willing or Confident
o D3: Able but may be Insecure
o D4: Able, Willing and Confident

Front 6

• Communication

Back 6

o Communicates ideas
o Negotiates relationships

Front 7

• Noise barriers

Back 7

o Content noise – too much/little info
o Sender/receiver noise – personality/perception/attitude/culture difference
o Context noise – what method is used

Front 8

• Roadblocks to perceptual accuracy

Back 8

o Cling to first impression
o Favor negative impressions
o Look for blame in others
o Take things personally

Front 9

• Barriers to listening

Back 9

o Pseudo listening – pretending to listen
o Selective listening – distracted
o Defensive listening – self-protective
o Ambushing – preparing to strike back

Front 10

• Communication style inventory

Back 10

o Empathizer – Consults with others, listens carefully, prefers meetings/ 1 on 1 (Jordan)
o Persuader – Understands situations, prefers interaction, provides rationale, likes discussion (debator)
o Reasoner – Relies on logic, explains reasoning, uses data, relies on media (Evan)
o Director – speaks forcefully, relies on memos, uses phone/is verbal (Prashant)

Front 11

Baldridge

Back 11

• Left three – leadership triad
o Leadership
o Strategic Planning
o Customer Focus
• Right three – results triad
o Workforce Focus
o Process Management
o Results
• Bottom – foundation
o Measurement, Analysis, and Knowledge Management

Front 12

• Decision situations

Back 12

o Certainty
o Risk
• Good info, clear-cut goals
o Uncertainty
• Known goals, incomplete info, needs creativity
o Ambiguity
• Unclear goals, limited info

Front 13

Three decision models

Back 13

- Rational/Classic
- Administrative Decision
- Political

Front 14

o Satisficing

Back 14

• Can’t have all info, tend to seek sufficient solutions

Front 15

• Availability Bias

Back 15

o Tendency for people to assess the likelihood of an occurrence based on how easily it is brought to mind
• i.e. People think shark attacks kill a lot of people b/c they are publicized

Front 16

• Representative Heuristic

Back 16

o Rule of thumb individuals use to judge others by how much the person fits our pre-existing beliefs/biases
• i.e. Someone’s black friend likes pretzels so all black people like pretzels

Front 17

• Vroom & Yetton Consultation Model – A sound decision has 3 attributes

Back 17

o Quality of decision
o Acceptance of decision
o Amount of time taken

Front 18

• Levels of Vroom & Yetton Consultation Model

Back 18

o A1 – Team leader alone
o A2 – Team leader gets info but decides on own
o C1 – Team leader shares issues, makes decision alone
o C2 – Team leader shares issues, collects info, makes decision with input
o G2 – Team leader shares issues, team makes consensus

Front 19

• Symptoms of groupthink

Back 19

o Illusion of invulnerability
o Illusion if unanimity
o Suppression of personal doubts
o Stereotyping

Front 20

• Three approaches to group decision making

Back 20

o Consensus
o Dialectical Inquiry – critical thinking/debate to reach agreement
o Devil’s Advocate

Front 21

Higher score on Baldridge

Back 21

approach, deployment, learning, integration