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Personal, defensive, resentful conflict rooted in anger, ego, personality clashes
Relationship conflict
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De-personalized conflict consisting of arguments about ideas, plans, projects; may be effective in stimulating productivity
Task conflict
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Disagreements about how to approach a task or how to achieve the goal
Process conflict
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Relationship among the 3 types of conflict as the level of each type of conflict is proportional to the other two
Proportional conflict composition
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Contending approach to conflict management; focuses on applying some standard of fairness, contract, or law
Rights-based argument
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Contending approach to conflict management; characteried by the use of force, intimidation, rank, or power
Power-based approach
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Disagreements among team members' ideas and opinions about the task being performed, including debates over facts or opinions
Task-content conflicts
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Disagreements about logistic and delegation issues, such as how to proceed and allocate work
Task-process conflicts
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Conflict Intervention Model
- 1. Team re-design
- 2. Task process coaching
- 3. Conflict process coaching
- 4. Changing the individual
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Norm of fairness; prescribes that benefits and costs should be proportional to team members' contributions
Equity method
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Norm of fairness; prescribes that all team members should suffer or benefit equally, regardless of input
Equality method
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Norm of fairness; prescribes that benefits and costs should be proportioned to members' needs
Need method
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When ppl in majority privately agree with minority
Compliance
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When ppl change attitude/belief as a result of their own thinking
Conversion
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Conversion as a latent level and having a delayed impact, such as when a change occurs later
Sleeper effect
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Teams that are deliberately constructed to be diverse at the deeper level; composed of ppl from multiple disciplines, functions, diversions
Cross-functional teams
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The way ppl think about tasks in cross-functional teams (Larger gap=more inconsistent views)
Representational gaps
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High issue importance, high power, high time constraint
Competing
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High relationship importance
Accomodating
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Equal power, high time constraints
Compromising
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High issue importance, high relationship importance, high/low power, high time constraints
Collaborating
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To enable, help ppl develop sense of self confidence and overcome feeling of powerlessness; mobilize intrinsic motivation to take action
Empowerment
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Reject opportunities of empowerment; believe someone else will produce result of their input (lack of sense of personal consequence); don;t believe they have anything to contribute
Free-riders
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5 Core dimensions of empowerment
- 1. Self-efficacy
- 2. Self-determination
- 3. Personal consequence
- 4. Meaning
- 5. Trust
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Sense of competence; feeling we possess capabilities to perform successfully; sense of personal mastery
Self-efficacy
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Sense of choice/freedom; feelings of being able to voluntarily and intentionally involve oneself in tasks rather than being forced/prohibited;
Self-determination
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Sense of impact; that we can act, produce a result, actively control
Personal consequence
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Sense of value; value the purpose/goals of the activity; own ideals and standards consistent with what we are doing; believe/care in what we do
Meaning
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Sense of security; confident we will be treated fairly/equitably with justice; confidence that those in power will not harm us; assurance, personaly security
Trust
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Advantages of delegating work
- increase time
- develops capabilites of delegates
- demonstrates trust/confidence in d.
- enhances commitment of d.
- improves decision making
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How senders tailor msg for specific recipients
Message tuning
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Communication with team in presence of another audience, i.e. concealing from client
Multiple audience problem
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Senders have a bias to present info that they believe will be favorably received by recipient
Message distortion
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Recipients often hear what they want to hear when receiving msg; selective hearing
Biased interpretation
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Overestimating the common/overlapping between our own knowledge and others; curse of knowledge
Prospective-taking failures
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People believe their thoughts, attitudes, reasons are much more obvious than is actually the case
Transparency Illusion
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People ask others to do things indirectly; listener's understanding of intention behnd communicator's msg requires extra cognitive steps
Indirect speech acts
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Only handful of group does majority of talking
Uneven communication
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Team members dependent on one another for info
Information depency problem
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Teams tend to discuss what everyone already knows
Common information effect
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Superior (best) decision alternative that is not obvious from group members b/c each member does not have all info
Hidden profile
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Team Mental Models
- Manufactured product model
- Journey
- Sports model
- Marriage model
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Group-level info-processing system that is an extension of the human info-processing system; shared system for encoding and storing info
Transactive memory system (TMS)
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3 Ways to look at faulty communication
- 1. Sender
- 2. Receiver
- 3. Lack of feedback
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Receiver Skills
- 1. Reflecting
- 2. Probing
- 3. Advising
- 4. Deflective
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Paraphrasing, clarifying msg by contributing meaning and understanding; show interest without opinion; responding to feelings before content; should be used first
Reflecting
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Ask for more information; getting individual to explore in diff perspectives
Probing
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Provide personal opinion; produces dependence; shifts focus from communicator's issue to listener; most commonly used first
Advising
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Changing the subject from the communicator's issue to that selected by the listener; makes sender feel less important
Deflecting
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Same time, same place communication
Face-to-face
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Same time, diff place communication
Phone, video conference
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Diff time, same place communication
Shift work
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Same time, diff place communication
Email, voicemail
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Task-focused group that meets without all members physicall present or working at the same time
Virtual team
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Superficial contact
Shmoozing
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"Big 3" Cultural differences
- 1. Individualism vs. Collectivism
- 2. Egalitarianism vs. Hierarchical
- 3. Direct vs. Indirect Communication
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3 Self-representations
- 1. Individual self
- 2. Relational self
- 3. Collective self
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Self concept realized by differentiating ourselves from others and relies on interpersonl comparison processes; associated with motive of psychological enhancement
Individual self
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Self concept achieved by assimilating with significant others and based on personal bonds of attachment
Relational self
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Self concept achieved by inclusion in large, social groups
Collective self
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2 Types of Relational focus
- 1. Independent
- 2. Interdependent
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Focus on the entent to which they are autonomous, unique; egocentric, individualism
Independent
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Focus on extent to which they are embedded within a larger social network; collectivism
Interdependent
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People seek to be included in larger collectives, yet seek to be unique; don't want to be too different nor too similar to others
Optimal distinctiveness
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Type of conflict that erupts when teams compete over same/scarce resources
Realistic
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Type of conflict that exists reflecting fundamental differences in values/beliefs
Symbolic
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Groups of opposite sides of conflict tend to see opposing sides in an exaggerated degree
Extremist
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Team variable pay based on performance
Incentive
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One time award for limited employees/groups for over-performing or for project completion
Recognition
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Team pay of corporate profit distribution in cash on current basis to all
Profit-sharing
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Team percentage pay of the value of income productivity givent o workers under pre-arranged formula
Gainsharing
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Performance appraisal determined by job eval system; job description scored in terms of duties, translated into salary levels
Job-based pay
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Performance appraisal in which company develops tests to determine whether the employee has learned the necessary skills
Skill-based pay
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Performance appraisal in which employees prove they can use their newly learned skills; ultimately profitable in organizations
Competency-based pay
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Feedback about an employee from all sides (top, bottom, sides, clients); anonymously rate peers based on contributions
360-degree/Multi-rater feedback
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Distorted performance ratings b/c of empathic buffering and fear of conflict
Inflation bias
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People believe that others ae more motivated by extrinsic factors ($) than themselves, and less motivated by intrinsic factors than themselves
Extrinsic incentive bias
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Appraisers rate people who are similar to themselves more favorably than those diff from them
Homogeneity bias
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Once we know one + or - fact about someone, we tend to perceive all other info in line with our initial perception
Halo bias
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Appraisers perceive people's behaviors as reflecting their personality rather than temporary factors
Fundamental attribution error
-
Face-to-face feedback receives higher ratings versus anonymous written feedback
Communication medium
-
Reduced error in ratings and higher quality appraisals with experience
Experience effect
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Strong social obligation to return favors; "Ill give you a good rating if you give me one"
Reciprocity bias
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Appraisers want to hold some opinion as everyone
Bandwagon bias
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Appraisers being overly affected by first or last/most recent impression
Primacy and recency bias
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