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MGT 18
Midterm for managing diverse teams W14 -Mckay
| Term | Definition |
|---|---|
| Why do we study diversity? (5) | 1) Solve complex problems. 2) Serve the needs of very diverse people. 3) Be accurate more often. 4) Win when otherwise we would not. 5) Survive in the very real world of business |
| What is diversity tension? | the stress and strain that accompanies mixtures of similarities and differences. |
| What are examples of identity? (7 examples from slides) | Age, Gender, Race/National Origin or Culture, Sexual Orientation, Religion, Disability |
| What are examples of identity diversity? (5 from the slides; they are often framed as political movement or battleground) | Religious Freedon, Women's Rights, Civil Rights, American with Disabilities Act, Gay Rights |
| What does diversity equal? (5 examples) | New perspectives and 'tools in the toolbox'. Examples include Perspectives, Categories, Models, Experiences, Narratives |
| What is Page's thesis? | Diversity will always triumph ability under the correct conditions. |
| What are the conditions required for diversity to triumph ability? (4) | 1) The problem is hard. 2) The people are diverse. 3) Reasonably large group from a large pool. 4) The people are smart (Calculus Condition) |
| Diversity Prediction Theorom | Collective Error=Avg Individual Error - Prediction Diversity |
| 7 Lessons by Page | |
| Advantages of Diverse Groups | Greater variety of perspectives, solutions, skills, experiences. Higher productivity and profit. Higher Accuracy |
| Disadvantages of Diverse Groups | Communication, Resistance to change, Less Psycho Safety, |
| Hackman's Team Misconceptions (6) | 1) Bigger the Better (single digits) 2) Harmony Helps (deviant) 3) New members are good (Psycho safety) 4) Face to Face isn't important (3 meetings min) 5) Success = leadership (60 conditions 50 launch 10 coaching) 6) Teamwork is magical (requires focus) |
| Tuckmans 5 stages of group development | Forming, Storming, Norming, Performing, Adjourning |
| Group Norms | Broad rules usually unspoken and informal |
| Group membership roles? | Task, Maintenance, Dysfunctional |
| Task Roles (7) | Initiator, Recorder, Opinion seeker, Integrator, Facilitator, Energizer, Devils Advocate |
| Maintenance Roles (5) | Encourager, Gatekeeper, Harmonizer, Tension Reliever, Feelings Expresser |
| Dysfunction Roles (6) | Blocker, Isolate, Clown, Cynic, Dominator, Recognition Seeker |
| 5 Dysfunctions of a team | Lack of trust, Fear of conflict, Lack of commitment, Avoidance of Accountability, Inattention to results |
| Katzenbach and Smith's Team Characteristics (6) | Shared leadership roles, universal accountability, Specific team purpose that team delivers, Collective work projects, Encouraged open ended discussion, measures performance via assessing collective work products |
| Hackman on Teams (5 Steps) | 1) Start with a real team, 2) Build an enabling structure for task achievement 3) Ensure there is direction for task achieve. 4)Provide supportive organizational context 5) Provide expert coaching |
| What is SIT? | when people define their identity by what groups they classify/others classify them in. |
| What is the IAT? | Implicit Association Test |
| What are implicit biases? | biases carried without awareness or conscious intention. |
| What are 4 sources of Unintentional Bias? | 1) Implicit forms of prejudice, 2) Bias that favors ones own group, 3) Conflict of interest, 4) Tendancy to over claim credit |
| What can we do about unintentional biases? | 1) Stop trusting intuition, 2) Reshape environment with an audit looking for unintended bias 3) Create diversity of bias, 4) Power in Priming |
| What are the 3 levels of SIT via Hofstede? | 1) Universal Characteristics, 2) We are members of many groups, 3) We are each unique |
| What is Davidsons view on SIT? | 1) Group assignments influence our identity, 2) Brains create order, 3) Poor understanding = Stereotypes, 4) In/Out groups formed, 5) Unintended Bias is the result |
| What is Sucher's view on Differences at work? | 1) Hyper-awareness of minority statues, 2) We categorize using primitive generic categ. 3) Master Status= age, race, gender 4) We allow master status to dominate views 4) We protect out in/out groups unintentionally |
| What are surface differences? | Used to make initial judgements but eventuall fade with time. ex. Race, Gender, Age |
| What are deep-level differences? | Mostly hidden in initial meetings but surface clearly later. ex. Personality, Values, Attitudes |
| What does Polzer believe leads to team success? | Congruence: when your self assessment lines up with how others view you. |
| How do you achieve great congruence? (4 steps) | 1) Communicate Well 2) Understand core elements of person 3) Be open and honest 4) Bring your own self appraisals to others perceptions |
| What is Psychological Safety? | Belief that one will not be rejected/humiliated for voicing their opinions, Free expression, team members are able to make mistakes, able to ask for help and or feedback w/o resentment, Confidence for interpersonal risks |
| What are the 3 types of diversity? | Separation - horizontal differences, creates in/out group (ex location) Disparity - Vertical, ranking, sometimes ties in with culture where lower ranks are afraid to confront higher ranked (ex gender) Variety- categorical (ex education) |
| What are Reflective listening skills? (Davidson) (4) | Silence, Affirmation of contact, Reflection of core feelings, Clarifications |
| What are Middle-range listening skills? (Davidson) (4) | Interpretation, Encouragement, Question, Confrontation |
| What are Directive listening skills? (Davidson) (4) | Challenge, Advice, Entreatment, Command |
| What is the acid test for speakers? | Words unheard were never spoken. |
| What is the acid test for listeners? | If you aren't willing to change your mind, you're not really listening. |
| What is the main thesis for the Cuddy ted talk? | Body language affects your mood and how you perceive yourself. Its not fake it till you make it but fake it till you become it. |
| What are the 5 types of categories leaders fit into for disclosure? (Rosh and Offerman) | 1) Oblivious leader (phony) 2) Bumbler (oblivious) 3) Open books 3) Inscrutable Leaders (not open enough) 5) Social Engineers (difficulty reading social queues, not open enough) |
| How do you self-disclosure well? (Rosh and Offerman) | 1) Be sure of who you are (also how you are seen), 2) Communicate cautiously, 3) Be relevant, 4) Be genuine, 5) Understand Context, 6) Delay or avoid very personal disclosures |
| What is emotional intelligence? | the ability to manage yourself and your relationships effectively. |
| What are 2 personal competencies? (2/4 domains of EI) | Social awareness ( ability to recognize/understand your own moods, emotions and drives and how they affect others ) and Self-Managements ( ability to control or redirect disruptive impulses and moods) |
| What are 2 social intelligent skills? (2/4 domains of EI) | Social awareness ( ability to understand the emotions of other people) and Social Skills (proficient in managing relationships and building networks) |
| What is a threshold capability? | An entry level req. Barely making it. |
| What are the 7 competencies of SI? | 1) Empathy, 2) Attunement, 3) Organizational awareness, 4) influence, 5) Developing others 6) Inspiration 7) Teamwork |
| What are 5 Steps to improve your EI and SI? | 1) Become motivated to change, 2) Get feedback, 3) Take results seriously, 4) Identify strengths and weaknesses, 5) Commit |
| What is mood contagion? | Spreading of emotion from one to another related to mirror neurons. |
| What is Ross's method to build good EI? | 1) Make time for team members (interpersonal understanding) 2) Surface and manage emotional issues 3) Celebrate Success |
| What are the 3 focii a good leader has? | 1) Self awareness, 2) Awareness of others, 3) Outer focus |
| What are the 3 forms of focus? | 1) Concentration, 2) Open presence (being there 100%), 3) Free association (mind wander, creativity) |
| What is the threshold to being a good leader vs overachieving? | IQ = Threshold, EI = Overachieving |
| What are the 3 types of empathy? | Cognitive (I see what you mean), Emotional empathy (I feel with you) , empathetic concern (I sense you need help) |
| What is a neural hijack (outbursts) caused by? | 1) Lack of respect, 2) Unfair Treatment, 3) Unappreciative, 4) not being listened to or heard, 4) unrealistic deadlines |
| How to respond to neural hijacks: | Talk yourself out of it, meditation relaxation, empathy, mindfulness |
| What does it mean to be socially intelligent? | Someone who gives off a comfortable atmosphere, people gravitate to and emotional contagion happens. |
| Why is CQ important? | CQ picks up where EI leaves off. It allows you to analyze peoples issues faster and helps you suspend judgment |
| What are the 6 types of CQ profiles? | Provincial (good with like cultures only), Analyst (deciphers foreign culture's rules), Natural (rely on intuition), Ambassador (uses confidence), Mimic ( assimilates easily), Chameleon ( high levels of all 3 CQ sources) |
| What are the 3 sources of CQ? | Head-cognitive (assumptions), body-physical (body language), heart-emotional (believing in yourself) |
| Steps to good CQ (6): | 1) Examine strengths and weaknesses, 2) Select training for weaknesses, 3) Simple exercises and training execution, 4) Organizes personal resources to support approach, 5) Enter cultural setting you want to master, 6) Re evaluation |
| What are the 4 parts of CQ? (Crowne) | Cognition (gained from experience), Meta-cog ( must be flexible), motivation (interest in learning), behavior (ability to demonstrate verbal/non behaviors) |
| What is Earley and Mosakowski's definition of CQ? | An outsiders seemingly natural ability to interpret someones unfamiliar and ambiguous gestures. |
| What is Crowne's definition of CQ? | ability to interact effectively in multiple cultures. |
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