MHD Flashcards
(174 cards)
1
Q
Purposes of group work
A
Accomplishing work, strengthening capabilities, fostering well-being
(Hackman 1)
2
Q
Steiner group productivity equation
A
AP = PP - PL + PG
(actual prod. is potential prod. less process loss + process gain)
(Hackman 1)
3
Q
Types of group work
A
o Disjunctive - by best
o Conjuctive - by worst
o Additive - as a sum
o Compensatory - as average
o Complementary - unique skills
(Hackman 1)
4
Q
Group life-cycle sequence
A
forming - storming - norming – performing
(Hackman 1)
5
Q
Levels of team authority
A
o Manager-led
o Self-managing
o Self-designing
o Self-governing - choose even the purpose of the group
(Hackman 1)
6
Q
Sand dune teams
A
Fluid teams - like in consulting
(Hackman 1)
7
Q
Assembly effect
A
net positive effect from group work
(Hackman 1)
8
Q
Transactive memory
A
collective memory based on different members expertise
(Hackman 1)
9
Q
Shared mental model
A
From individual cognition to group-level analysis
(Hackman 1)
10
Q
Collective mind
A
Focus and thought as a collective
(Hackman 1)
11
Q
What does the structure of social networks impact, according to Balkundi?
A
Influences team viability and performance
(Balkundi 1)
12
Q
What does higher density of positive ties correlate with?
A
Better coms, cohesion and team effectiveness
(Balkundi 1)
13
Q
What do leaders with central positions do?
A
Facilitate better communication and coordination - fix structural holes
(Balkundi 1)
14
Q
What are the effects of different network structures?
A
o High density with central leaders – high team performance and viability
o Low density with central leaders – well initially thanks to leader, struggles with viability
o High density without central leaders – high performance but potential for lack of direction
o Low density without central leaders – often low performance and poor coordination
(Balkundi 1)
15
Q
Density of ties
A
proportion of actual relationships out of total possible
(Balkundi 1)
16
Q
Team viability
A
ability to continue functioning over time
(Balkundi 1)
17
Q
Social capital
A
Resources available through network connections
(Balkundi 1)
18
Q
Structural holes
A
Gaps in the network with fewer ties
(Balkundi 1)
19
Q
What are the 2 types of diversity?
A
- Surface-Level Diversity – Observable characteristics such as race, gender, and age
- Deep-Level Diversity – Personality, values, attitudes, and cognitive abilities
(Triana 1)
20
Q
What has been found out about deep-level diversity?
A
more complex relationship with team performance – can enhance but may lead to conflicts if there is a lack of cohesion
Depends on moderators: team processes (e.g., effective coms), context (e.g., task complexity)
(Triana 1)
21
Q
What has been found out about surface-level diversity?
A
o Can lead to both positive and negative outcomes depending on context and management
(Triana 1)
22
Q
What are determinants of whether group work is necessary?
A
o Can it be divided?
o Quantity over quality?
o What is the task type? (additive, conjuctive, etc.)
(IDK)
23
Q
How can teams be better mobilized?
A
o Assigning team membership
o Selecting team based on common purpose
o Dividing labor
o Keeping time
(IDK)
24
Q
What is a structured decision-making framework?
A
PrOACT:
o Problem
o Objectives
o Alternatives
o Consequences
o Trade-offs
(Raiffa 3)
25
What are 2 ways of bluffing?
o Lying about facts
o Tactical bluffing (using your commitments as excuses)
(Schelling 2)
26
Why are commitments good in bargaining?
Because it proves to the other party that you have a limit
(Schelling 2)
27
Using a bargaining agent is good why?
o It distances the legislative from the executive – creating a visible commitment
o Agents may be better positioned to deal with commitments (insurers vs the insurees)
(Schelling 2)
28
How to make a threat more effective?
if split into smaller threats - using these to prove commitment to the threat, without too much damage
(Schelling 2)
29
Why is it a right to be sued?
because then both parties feel same to make a commitment
(Schelling 2)
30
* Coercive deficiency
putting yourself at a disadvantage as a commitment
(Schelling 2)
31
What is the discussion bias?
disproportionate discussion of shared information, neglecting the unshared
(Wittenbaum 2)
32
Hidden profile paradigm
private info often unshared in groups due to various biases, even though sharing would lead to the best outcome
(Wittenbaum 2)
33
Traditional framework for understanding information sharing
Input: features of context
Process: What information is mentioned
Output: Quality of group discussion
(Wittenbaum 2)
34
What does the tradition framework for understanding information sharing oversimplifies?
Assumes all group members are motivated by group success
Instead, group members process and share information based on their personal goals, motivations, and perceptions of context
(Wittenbaum 2)
35
* Circumstances for effective information sharing
o Shared group goals
o High group cohesion
o Strong social identity
o Supportive group norms
o Effective leadership
(Wittenbaum 2)
36
* Proposed framework to account for the collective information sharing paradigm
o Input:
Features of context
member goals
o Process:
What info is shared
How info is shared
To whom it is shared
o Output:
Group decision quality
Member influence
Member relationships
(Wittenbaum 2)
37
What to do before going to a negotiation?
* Before going into negotiations:
o Figure out your BATNA and improve it
o Commit to an RP
o Gather info on the other party’s RP
o Commit to a target price
(Bazerman 3)
38
During negotiations:
o Make first offer to anchor (hold back only if you expect a better price)
o Immediate counter-offer to re-anchor
o Focus on the target and shift to RP only at the end
o Use objective criteria and rationale in negotiations
39
What is important in under-policed nations?
Honor and reputation is crucial for under-policed nations
40
Types of issues in negotiations (types of negotiations):
o Distributive – zero-sum
o Integrative – with different importance to each party
o Compatible – both want the same thing
(Schelling 2)
41
* Incompatibility error
decision-makers with conflicting or inconsistent beliefs / perceptions about a situation, resulting in suboptimal or erroneous conclusions - leading to fixed-sum error
(Schelling 2)
42
* Fixed-sum error
when people misinterpret a negotiation as zero-sum, when it isn’t one
43
Why is solving the interest important in negotiations?
if you solve the interest, you'll know how low the other person will go
(Bazerman 3)
44
* Barriers to free-flow of information:
o Mistrust
o Bluffing
o Lack of interest due to fixed sum-error
(Schelling 2)
45
How to overcome barriers in bargaining?
o Proving fixed-sum error – e.g., propose 2 alternatives you are indifferent to
o Increasing trust
46
When does game theory provide best results?
If all parties are rational - not realistic
(Bazerman 3)
47
What does a more realistic decision analytical approach (compared to plain game theory) base itself on?
o Each party’s alternative to a negotiatied agreement
o Each party’s interests
o Relative importance of each party’s interest
(Bazerman 3)
48
What is the BATNA?
* Best Alternative to a Negotiated Agreement
(Bazerman 3)
49
What is an RP?
* Reservation price - lowest possible price you are willing to take, set based on BATNA
(Bazerman 3)
50
What is a TP?
Target Price - goal
(Bazerman 3)
51
What is ZOPA?
* Zone Of Possible Agreement - overlap between both party RPs (positive bargaining zone)
(Bazerman 3)
52
What is the driver of value creation?
Differing value perception between parties
(Bazerman 3)
53
What are Contingent contracts
Bets or performance based contracts incentivizizing performance
(Bazerman 3)
54
* Strategies to identifying key information like interests and positions:
o Build trust and share information – potentially disclose less important information to build trust
o Ask questions
o Negotiate all issues simultaneously – insist that nothing is settled until everything is
o Offer several options – finding out which seem more viable to the other party
o Post-settlement settlement (PSS)
(Bazerman 3)
55
What is a PSS?
Post-settlement settlement
(Bazerman 3)
56
What is coalition formation?
process in which parties form alliances or groups to achieve mutually beneficial outcomes in negotiations
(Raiffa 3)
57
* Differences between dyad and 3-party negotiations:
- Increased complexity due to possibility of coalition
- Shifting power dynamics between the parties
- More unstable agreements with potential to back-stab and propose a counter offer
(Raiffa 3)
58
When is a core solution found?
When no party has an incentive to leave their coalition for another
(Raiffa 3)
59
* Shapley Value
A concept used to fairly divide resources based on each party’s contribution to different coalitions (increase of pot by adding members in all combinations)
(Raiffa 3)
60
Important tips to take into account in 3-party negotiations:
o Balance friendly cooperation and aggressive competition (don’t want to piss off everyone)
o Remain flexible to accommodate shifts in power dynamics
o Track current power dynamics
(Raiffa 3)
61
* Different concepts of fairness
o Equity
o Equality
o Need
(Raiffa 3)
62
* Thucydides's Trap
Rule that when an emerging power is upcoming, it threatens the ruling party, resulting in conflict
(IDK)
63
What are the conceptual models used to explain decisions of organizations?
1) Rational policy model
2) Organ. process model
3) Bureaucratic politics model
(Allison, 4)
64
Rational policy model
o The organization is a unitary, rational entity with one set of goals
o Decisions are value-maximizing for the organization as a whole
(Allison, 4)
65
Organizational process model
o Organizations are conglomerates of loosely allied groups with differing goals and perspectives
o Decisions are an organizational output resulting from standard operating procedures (SOPs)
(Allison, 4)
66
Bureaucratic politics model
o Negotiation, politics and compromise among organizational actors shapes decision-making
o Bargaining games are played in which players have differing values and agendas
o More often the different views of politicians lead to a result different to what everyone wanted
(Allison, 4)
67
* Social-Ecological Systems (SES)
systems that encompass both ecological (e.g., forests, fisheries, pastures) and social (e.g., communities, institutions, rules) components
(Ostrom, 4)
68
Ostrom presents a framework to avert what?
A tragedy of the commons in SES
(Ostrom, 4)
69
What does Ostrom's framework consist of?
o Resource Systems – forests, fisheries, lakes, etc.
o Resource Units – trees, fish, etc.
o Governance systems - rules, policies, and institutions in-place to govern
o Users – individuals that depend on these for their livelihood
(Ostrom, 4)
70
What are conditions for sustainable management of SES?
o Clear boundaries
o Rules adapted to local conditions
o Collective involvement in creation and enforcement of rules
o Monitoring
o Sanctions based on severity of violation
o Conflict-resolution mechanisms
o Recognition of user rights
(Ostrom, 4)
71
What are characteristics of wicked problems?
o Are complex due to increased interconnectedness of different stakeholders
o Have no formulation, and their solutions are not true or false but better or worse
o No way to test solutions
o Fully unique
(Rittel, 4)
72
What are tame problems?
The opposite of wicked
(Rittel, 4)
73
What is necessary to have stable cooperation?
you need to signal that you can retaliate
74
What is the most succesful strategy for prisoner's dilemma?
In repeated form - tit-for-tat
If pervasive - add a lag to it (generous tit-for-tat)
75
Difference between common goods and public goods
* Common goods are rivalrous in their nature, while public goods are non-rivalrous
76
What is the garbage can principal?
Individuals bringing up problems and solutions for no reason other than personal development
77
What is the basis of organization according to Ahrne?
Decision
(Ahrne 5)
78
What are complete organizations?
Fully structured entities with all five key features of organization:
o Membership
o Hierarchy
o Rules
o Monitoring
o Sanctions
(Ahrne 5)
79
What are partial organizations?
Organizations with some of the key organizational features applied
(Ahrne 5)
80
What is the key characteristic of organizations?
Involving deliberate coordination, hierarchy, etc. but can exist as “partial”
(Ahrne 5)
81
What are social networks, social institutions and formal organizations?
* Social networks – consists of informal structures of relationships, less formal, lacking defined membership, etc.
* Social institutions – consist of explicit rules, more enduring systems of norms, values and behaviors without formal structures
* Formal organizations -> complete organizations
(Ahrne 5)
82
What is network theory?
mechanisms and processes that interact with network structures to yield certain outcomes
(Borgatti 5)
83
What are social networks, according to network theory?
structures composed of individuals (or entities) called "nodes" connected by relationships or interactions referred to as "ties”
(Borgatti 5)
84
* Structural Hole Theory (Ronald Burt)
individuals who bridge gaps between two disconnected networks hold an advantage as they control the flow of information between the two groups
(Borgatti 5)
85
* Strength of Weak Ties (SWT) theory (Mark Granovetter)
weak ties are more valuable than strong ties, as weak ties connect people to diverse social circles
(Borgatti 5)
86
* Flow model
assumes social systems act as a network through which information flows
(Borgatti 5)
87
* Bond model
networks studied from the perspective of who holds power, centrality within network, how strong you are compared to your nodes, etc.)
Uneven ties good, even ties bad!
(Borgatti 5)
88
* Network closure theory (James Coleman)
dense networks are important to create strong norms, trust and enforcement of social obligations
(Borgatti 5)
89
What are states in network theory?
role-based continues relationships
(Borgatti 5)
90
What are events in network theory?
a short-term relation (mingles or transactions, for example)
(Borgatti 5)
91
What does it mean if nodes are further away from each other according to flow model??
more likely to receive information later on
(Borgatti 5)
92
What are the 4 core social configurations?
o Dyads – 2 people
o Teams – 3-7 people
o Demes (work-groups) – 30-50 people
o Macrodemes (organizations)
(Caporeal 5)
93
What are social constructs?
ideas that we all agree to – money, marriage, etc.
94
What are symmetric types of ties? (3/4 of the basic mental models)
o Equality matching – trying to be reciprocal with gifts between friends
o Communal sharing – taking care of family
o Market pricing – letting the market decide on the price
(Rai 10)
95
What are asymmetric types of ties? (1/4 of the basic mental models)
o Authority ranking
(Rai 10)
96
What are the ends and means of low-power subsidiaries?
Ends:
Achieve legitimacy – display importance to HQ
Control resources – unique and valuable to the company
Become central in the MNC’s network
Means:
Challenge the status quo
Enter political games – playing boy-scout, power games, etc.
(Bouquet 6)
97
What are the specific means of "challenging the status quo"?
* Building capabilities – unique capabilities, making them indispensable
* Profile building (networking) – building relations with other subsidiaries
* Break the rules of the game – working with externals to build legitimacy (local knowledge, network, etc.)
(Bouquet 6)
98
What are the specific means of "entering political games"?
* Deference – boy-scout
* Cooptation – sending your managers outside subsidiary to prove competence and gain respect
* Representation – asking others collectives to put in the good word
* Coalition building
* Feedback seeking
* Coopetition – simultaneous cooperation and competition (difficult)
(Bouquet 6)
99
What is Social Network Analysis?
structure of relationships between actors (their advantages and disadvantages)
(Burt 6)
100
What are the two roles a person can play in a network?
o Closure – specializing within cluster
o Brokerage – build bridges between clusters, offer info breadth, better timing and arbitrage of information sharing
(Burt 6)
101
What is embeddedness in a network?
And what are the variaties?
measure of connectedness - can be:
1) relational (built relationship)
2) structural (via mutual contacts)
(Burt 6)
102
What is "betweenness" in networks?
how prevalent a node is in the connections within the network
(Burt 6)
103
What are "nonredundant contacts" in networks?
clusters to which ego is attached
(Burt 6)
104
What is institutionalism?
how institutions (rules, norms, and structures within a society or economy) shape economic and organizational behaviors
(Morgan 6)
105
What is institutional duality?
Subsidiaries needs to conform to HQ rules and local context at the same time
Duality leads to conflicts that can be
labelled as forms of micro-politics - e.g., HQ pushing practices, people and resources on the subsidiary to keep control
(Morgan 6)
106
What are the 2 types of institutional transfer mechanisms between HQ and subsidiary?
o Transfer of practices, policies, processes, etc.
o Transfer of resources (financial capital, knowledge capital, reputational capital)
(Morgan 6)
107
What are the social power-types?
o A forces B to do something
o Agenda setting power
o Influencing desires (suggesting and framing the thinking of others)
108
Perlmutter's 3 types of MNC operating models:
Ethnocentrism - MNCs operate centrally, with the idea that HQ standards are best, low level of subsidiary autonomy
Polycentrism – MNCs act decentrally with subsidiaries having autonomy, adapting to local conditions, distributing decision making across entities
Geocentrism – MNCs view the entire world as one geographical market, seeking best practices globally, focusing on coordination across subsidiaries
(Hedlund, 7)
109
What does Hedlund come up with to tackle complexity and uncertainty?
* Heterarchy – non-hierarchical organizational form where control and decision-making are distributed across multiple units of an organization
o Power, decision-making, and responsibilities are fluid and can shift between different parts of the organization depending on the context or situation
o Heterarchy first decides on the structure, then the industry (typically it is the opposite - the company adapts structure to the industry)
(Hedlund, 7)
110
Heterarchy functions well in:
o Complex and rapidly changing environments
o Innovation driven industries
o Global but well-connected markets – subsidiaries tailoring well to local context, while sharing and coordinating amongst each other
o Highly skilled and autonomous subsidiaries
(Hedlund, 7)
111
Challenges of heterarchy:
o Coordination complexity
o Confusion on roles
o Need for strong organizational culture
(Hedlund, 7)
112
2 firm operating models according to Van Alstyne:
* Pipeline operating model – traditional business with a value chain (e.g., manufacturing firms)
* Platform business model – facilitating interactions between external producers and consumers on a platform
(Van Alstyne, 7)
113
What are providers in platform business?
o Providers – if the consumer is people, producers are app developers and platform is app store, then provider is the mobile phone manufacturer
(Van Alstyne, 7)
114
What do platforms rely on:
network effects to increase the value of their platform
(Van Alstyne, 7)
115
What is critical mass?
of participants necessary for network effects to begin rapid growth
(Van Alstyne, 7)
116
What are the forces in platform ecosystems?
o Accretive – producers and consumers can swap positions if they wish
o Depletive – providers of platforms can control consumer interacitons (Netflix controlling what consumers get to see)
- Platforms should encourage accretive activity and mind depletive activities
(Van Alstyne, 7)
117
What are the Qs to ask when platforms try to expand internationally:
o Is the entry asset light? (Uber’s was not)
o Are there large cross-country market differences? (cultural aspects, consumer behavior, etc.)
o Are switching costs high enough to sustain network advantages? (switch from Wolt to Bolt)
o What are non-market factors affecting the industry? (e.g., regulatory and political pressure)
(Ghemawati, 7)
118
What is neo-globalism?
o New type of heterarchy
o Centralized units in charge of concrete value chain activities (potentially geographically dispersed), actively sharing info across units
119
What is the doom-loop?
Phenomenon when successful people encounter failure - becoming defensive instead of learning, since they don’t know how to react to failures
(Argyris)
120
* Single loop learning
simple adjustments based on experience (thermostat changing temperature after measurement)
(Argyris)
121
* Double loop learning
more in-depth, questioning assumptions when learning (thermostat questioning if the measurement as a result of the measurement)
(Argyris)
122
* Espoused theory
concept that people say and believe they are adhering to (e.g., a manger saying his is open to feedback)
(Argyris)
123
* Theory-in-use
the actual behavior these people conduct
Usually involves defensive reasonings, creating a closed loop and limit learning:
To remain in full control
To maximize winning and minimize losing
To suppress negative feelings
To keep the perception of rationality – evaluating themselves based on self-defined objectives
(Argyris)
124
How to tackle the difference between espoused and theories-in-use, HR needs to:
o Push evaluations to be analytical – proving the failures with actual facts
o Managers need to be introspective themselves
o Legitimize talking about things that weren’t previously talked about
o Senior managers need to be trained in new reasoning skills
(Argyris)
125
* Good method to evaluate if you’re right about a theory:
by sticking to testable empirical statements:
o “What would be the data that would make you change your mind?”
(Argyris)
126
* Hawthorne experiments ( what is it and the 3 examples of them)
experiment where variable changed due to interactions/relationships people had with others (before him, scientists thought that subjective variables weren’t important lol – people were just an object in a formal structure)
o 1st experiment – western electric, where presence of scientists trying to improve light had an effect, regardless of the lighting
o 2nd experiment – relay assembly test with 6 women, isolated from the rest of workers and interacted with and amongst themselves more
o 3rd experiment – bank wiring observation room, more sophisticated research methods with focus on a small group
(Jaffee)
127
* Conclusion of Hawthorne experiments
individuals in work groups can interact, communicate and establish norms - in some cases increasing levels of output
(Jaffee)
128
* Dickson and Roethlisberger HRM model
model depicting organizations as a social system, with a focus on 2 functions:
o Manufacturing products being efficient and cost effective
o Creating and distributing satisfaction to individuals in the organization
(Jaffee)
129
What are normative guidelines according to Dickson and Roethlisberger?
* Normative guidelines are unrwitten rules or norms that emerged and their impact was dependent on whether the informal organization facilitated or opposed the formal organization
(Jaffee)
130
* Felt injustice syndrome
group norms developed around what was considered fair treatment (e.g., distribution of rewards)
(Jaffee)
131
* Law of individual differences
individuals bring different perspective and baggage to work
(Jaffee)
132
Why sentiment towards work is important?
It is a social process that poses a continual challenge to management because it messes up the social equilibrium
(Jaffee)
133
5 different types of total institutions
place of work or residence where people are cut off from community, together lead an enclosed, formally administered life:
o Homes for the incapable and harmless – blind, old, poor, etc.
o Homes for the incapable but a threat to the community – tuberculosis patients, mental cases
o Homes for the protection of society – jails
o Homes to perform technical tasks – army barracks, boarding schools, etc.
o Homes for the training of the religious – monasteries
(Goffman)
134
* Social establishments
buildings in which particular activity goes on
(Goffman)
135
How can total institutions strongly motivate people?
by stripping away freedom and then micro-dosing in certain aspects
(Goffman)
136
The breakdown of social structures:
Social structures:
1) Social institutions:
- Social norms:
a) Injunctive norms (what should be the case)
b) Descriptive norms (what is the case)
2) Organizations
3) Networks
137
What are institutions?
something recurring, something you can rely on
138
What are different types of social norms?
o Decided norms – rules, laws that were decided
o Informal norms (undecided) – cultural, social norms that weren’t decided (being punctual)
o Emergent norms – patterns or structures that evolve over time from individual’s interactions with the system
139
Reflexivity
when people imagine something to be real, it will manifest itself and become real (e.g., bank run)
140
Hindsight bias
I knew it all along! bias
141
* According to Maslow, there is a distinction between what?
o Human relations theory – focuses on meeting employees' middle-tier needs -such as social needs (belongingness) and esteem needs (recognition, appreciation) - (maslow's middle of the pyramid)
o Human resources theory – aiming to meet higher-tier needs (self-actualization) by recognizing the individual's potential and providing opportunities for personal and professional development (focuses on high-tier human needs-top of maslow pyramid)
(Jaffee, 8)
142
Why do we objectify and how:
to make it simpler on the mind and not have to analyze every single human ever (here are the main characteristics of objectification):
o Instrumentality
o Denial of autonomy
o Inertness – not being able to change
o Fungibility – being replaceable
o Violability
o Ownership
o Denial of subjectivity
143
* There are two ways to effectively manage people
o Teach them how to learn
o Put them in total institutions
144
What does jail do to inmates (total institutions overall)?
kill the self of inmates (stripping them of all control and supports of the “self”)
145
What is the connection between charisma and network centrality?
Centrality within a network brings the perception of charisma
(Balkundi)
146
How are managers different to leaders?
Personality:
M) Rationality, control, PSing, hard-work, persistence
L) Brilliance, loneliness, no way to train great leaders
Relationship to goals:
M) Goals are needed for the org., impersonal – rational, market-driven
L) Market driving, active, personal about goals
Work:
M) Enabling process, planning, reducing tension, coordination
L) New perspectives, excite people via ideas, risk-seeking
Relations to others:
M) Work with people, low emotions, may lack empathy
L) More empathetic, rich with emotions, intense
Senses of self:
M) One born – easy life, regulator of existing order
L) Twice born – struggled, not taking for granted, not feel belonging
Development of leadership:
M) Childhood gives enough for harmony
L) Isolationism, feeling special, artist-esc, intensive relationships
(Zaleznik)
147
* Five psychological systems provide foundation for the world’s moralities (i.e., situations related to):
o Harm/care
o Fairness/reciprocity
o Ingroup/loyalty
o Authority/respect
o Purity/sanctity
(Haidt)
148
What do liberals tend to value when it comes to moral psychological systems?
* Liberals tend to recognize only care and fairness, while outside of Western culture all five are important
(Haidt)
149
What is delusion?
false belief, contrary to everyone else’s opinion
(Haidt)
150
What is Shweder's view on ethics based on political views?
Ethic of autonomy:
World) Made exclusively of individual humans
Protect) Choice of individuals
Political view) Liberal
Ethic of Community:
World) Collection of institutions, families, etc.
Protect) Moral integrity of roles in society
Political view) Conservative
Ethic of Divinity:
World) God exists, souls are housed in bodies
Protect) Soul, spirit and nature
Political view) Religious right
(Haidt)
151
What is the main problem described by Madisson (large contributor to the US constitution)?
* Problem of managing tensions among divided society
(Keeley)
152
* Burns (’78) proposed 2 different leadership methods:
o Transactional leadership – leaders exchange incentives for support from followers to satisfy both leader and follow purposes (most common form)
o Transformational leadership – transforms follower self-interest into common purposes & unites followers (supposedly better according to Burns and motivating)
(Keeley)
153
* 3 components of transformational leadership:
o Charisma
o Consideration for the individual
o Intellectual stimulation
(Keeley)
154
What is Madissons argument on transformational leadership?
transformative leadership is high risk as it is not clear where it leads – dictatorship?
o Thus, transactional better as more predictable (no single transformative leader, instead, congress, boards and other power limiting measures) – Madison argues state and federal as the division
(Keeley)
155
What is madissons suggestion to dealing with conflict due to self-interest?
o Removing the source of conflict – suppressing freedom of people trying to pull the blanket; persuasion
o Controlling the effects – checks one another, to make sure noones too powerful to take advantage of the weak
(Keeley)
156
Problem with transformational leadership serving the majority?
* Transformational leadership will still serve the majority, because we are all different – can be bad as well (Nazis)
(Keeley)
157
What is an example of the classical cognitive dissonance experiment?
(mundane task, paid a lot, paid a little, control with no teaching aspect or reward)
o 6$ person has cognitive dissonance (as they lied), finds intrinsic motivation to explain the dissonance and thus liked the experiment
o 120$ person has no dissonance as they felt like they were paid for a shit experiment
o Control did not lie and thus had no cognitive dissonance
(Ryan)
158
What are the 2 types of motivation:
* Extrinsic motivation – doing an activity for an external reason (some external interest)
* Intrinsic motivation – doing an activity for the intrinsic satisfaction of the activity itself, based on:
(Ryan)
159
What are the different types of extrinsic motivation?
o External regulation – purely external demands
o Introjected regulation – someone wants this for you, so you do to avoid feeling something
o Identified regulation – identifying with the values behind the activity yourself, understanding its importance
o Integrated regulation – fully internalized (e.g., eating healthy)
(Ryan)
160
What can extrinsic motivation be impacted by?
* Extrinsic motivation can be influenced by the environment or context (Konrad’s example of video gaming before reading an article – doesn’t seem very fun!)
(Ryan)
161
What are drivers of intrinsic motivation?
o How novel the task is
o How challenging it is
o How aesthetically pleasing it is
(Ryan)
162
Self-determination theory
SDT is an approach that highlights the importance of human inner resources for development and behavioral self-regulation. In investigates ppls inherent growth tendencies and innate psychological need that is a basis for self-motivation
The needs are the 3 factors that allow for internalization of extrinsic motivations:
Perceived Autonomy
Perceived Competence
Perceived Relatedness
(Ryan)
163
Intrinsic motivation can be hampered by:
o Extrinsic rewards
o Not only tangible rewards (e.g., deadlines, threats, directives, etc.)
(Ryan)
164
* Amotivation
lacking the intention to act (cause you don’t care or are scared)
(Ryan)
165
What is the connection between well-being and different types of motivation?
* Putting emphasis on intrinsic aspirations improves well-being, while the opposite for extrinsic aspirations
(Ryan)
166
* 4 fundamental moral motives according to Rai:
o Unity (care for and support of in-groups)
o Hierarchy (respect rank)
o Equality
o Proportionality (sanctions based on merit)
(Rai 10)
167
* Null morality
lack of relationship leads to moral indifference
(Rai 10)
168
What are the 2 systems of thinking?
o Analytical – prevalent in Western societies
Focus on attributes of objects
Reasoning is rule based
Benefits: structured, analytical, simplified
o Holistic (or dialectical) – prevalence in East Asia
Attention to context and relationships
Objects viewed as part of a bigger system
Benefits: More detail-oriented, considerate of both sides
169
* Fundamental attribution error
when you attribute an outcome too much on the individual instead of accounting for the context factors (more likely for Westerners)
170
What does institutional duality produce:
Either:
1) boy scouts
2) subversive strategists - those who are active, push back and often tend to innovate
(Morgan, 6)
171
What are the 4 attributes by which types of groups are distinguished?
1) Responsibility - who owns responsibility (group or individuals)
2) Synchronicity - how synchronized are the actions in the group
3) Authority - how much authority the group has
4) Substantive - complexity of the task
(Hackman, 1)
172
If you combine responsibility and synchronicity from Hackman's 4 group attributes, what type of groups do you get?
Y axis - synchronicity
X axis - responsiblity split
1) Surgical teams - high sync, high individ. resp.
2) Face-to-face groups - high sync, high group resp. (consultants)
3) Co-acting groups - low sync, high individ. resp. (loose team)
4) Virtual team (consultants with independent work)
(Hackman, 1)
173
What are the methods for internalizing extrinsic motivations?
Methods for internalizing extrinsic motivations:
Perceived Autonomy
Perceived Competence
Perceived Relatedeness
(Ryan)
174
What is the self-determination spectrum:
Graph with 6 subsets:
-Amotivation
-External regulation
-Introjected regulation
-Identified regulation
-Integrated regulation
-Intrinsic regulation
(Ryan)
