Ob Final

Front 1

Three Imperatives of Managers

Back 1

Manage: Yourself, your team, your network

Front 2

Knowing-Doing Gap

Back 2

When someone knows better and handles a situation differently than the best or most appropriate option

Front 3

How does OB reconcile the K-D Gap?

Back 3

OB is a research and contingency based class that teaches through experience and exposure.

Front 4

Groups VS Teams (Differences)

Back 4

Groups:

-Addition (if someone puts in zero effort then 3 + 2 + 0 =5 for a group).

-Pooled interdependence

-Individual Effort

Teams:

-Multiplication (if 3 x 2 x 0 =0 for a team)

-Reciprocal Interdependence & mutual accountability

-Collective Effort

Front 5

Critical Success Factors for a Self-Managing Team

Back 5

1. Commitment/ Trust

2.Goals (SMART)

3.Purpose

4. Technical Skills

5.Mutual Accountability

Front 6

Diversity (2 types)- Good or bad?

Back 6

Surface-level: Easy to over come (race, gender, age)

Deep-level Diversity: Harder to make decisions or work with others sometimes (values, personal differences)

Front 7

Cohesion- good or bad?

Back 7

Team Effectiveness, Performance Norms, and Climate are factors that determine good/bad Cohesion (refer to class notes graph).

Front 8

Commitment vs. Accountability

Back 8

Accountable- Someone is forced to do it (held accountable)

Commitment- Someone wants to do it (internal interest in completing a job)

Front 9

SMART goals

Back 9

Specific

Measurable

Achievable

Realistic

Time-Bound

Front 10

External Factors to building team effectiveness (not in Inputs, Process, Outputs)?

Back 10

Rewards, Team Leader, Autonomy, external resources

Front 11

Leader/Coach behaviors that help teams

Back 11

Devil's Inquisitor, Facilitator, (whole list in class notes)

Front 12

(3) Cognitive Blinders for Information Process

Back 12

1. Seek/See Info

2. Use Information

3. Share Information

Front 13

Solutions to Cognitive Blinders?

Back 13

1. Round Robin discussion structure (so everyone gives input)

2. Look for multiple solutions

3. Look for perspectives

Front 14

Groupthink

Back 14

A group that discourages individual thoughts and encourages a single mindset or opinion.

Front 15

Groupthink Antecedent Conditions

Back 15

1. Cohesive Group

2.Leader Preference

3. Insulation from experts

Front 16

GroupThink Symptoms

Back 16

1. Invulnerability

2. Rationalization

3. Morality

4. Stereotyped Views of Others

5.Pressure on Dissent

6.Self-Censorship

7. Illusion of Unanimity

8. Mind guarding

(1-4 can be assessed as "us vs. them", 5-8 are assessed on social dynamics).

Front 17

Solutions to GroupThink

Back 17

1. Create additional roles

2. Restructure the team dynamic

3. Improve team climate and norms

4. Listen to experts

5. Do not state preference or beginning opinion (from leader)

Front 18

What is Groupshift?

Back 18

This is when a group chooses a more extreme position than the original position. Individuals would not make the choice.

Front 19

Why does GroupShift occur?

Back 19

1. Bystander Effect (someone else will make the right decision)2. Social Validation (strength in numbers)

Front 20

Key issues to think about before negotiation?

Back 20

1. Basic Interests

2.Mutual Satisfaction

3. Fair Standards

Front 21

BATNA

Back 21

Roger Fisher's "Best Alternative To a Negotiated Agreement"

Front 22

Reservation Price

Back 22

The lowest offer you are willing to accept

Front 23

ZOPA

Back 23

Zone of Possible Agreement (respective BATNAs of the parties involved)

Front 24

Underlying Interests vs. Positions

Back 24

Underlying Interests tells you why they are proposing the deal. Positions tell you what they expect out of the deal.

Front 25

Distributive vs. Integrative Bargaining

Back 25

Distributive: This is an agreement that results in someone losing or getting less of the total pie.

Integrative: This type of negotiation creates value and grows the pie before its split up.

Front 26

Positional vs. Principled Negotiation

Back 26

Positional: Soft or hard positional negotiating is fighting for your side and end-goal focused.

Principled: Negotiation in this form concentrates on relationships and amicable settings. (People, Interests, Mutual Gain Options, Objective Goals are all involved).

Front 27

Power

Back 27

The ability to control someone

There are self-interested actions

People wouldn't chose to do something otherwise

Front 28

Power and Dependence

Back 28

Inverse relationship: The less dependence on someone the more power you will have

Front 29

Political Skill Inventory (PSI)

Back 29

This is the measurement of how someone gets things done positively with others.

(1) Social Astuteness

(2)Interpersonal Influence

(3) Network ability

(4) Apparent Sincerity