week 6 Flashcards
(26 cards)
balance score card 4 views
1- financial: usually shareholders
2- customer: do they like product
3- internal: can you efficiently deliver what customers want
4- learning/growth: can you continue to provide value
who should choose what to take in when feedback
reciever, people who recieve feedback quickly adpat to role, higher satisfaction too
3 factors determine reaction to feedback
1- baseline: how happy you are to exclusive events outside life
2- swing: when get +/- feedback how much effect you
3- how long to baseline after feedback
critical factor in feedback convo
does person know about themsleves, must have comfort in holding difficult convo, value added in system is person who delivers it
annoyance vs buttons pushed
teflon vs velcro, IQ drop of 20 points when buttons pushed
2 ways to manage buttons
1- become more aware
2- have others stop pushing them
3 steps to unhook buttons
1- describe situation and feelings
2- explore story and what pther person thinking to do this
3- explore underlying fear of vunerable places inside you may get triggered by that (ask why bother me so much)
managers ability to deal effectivley depends on
1- diganose and understand differences
2- awarness of ability to select correct from appropriate behaviours
3- awarness to deal with own feelings
2 basic assumptions underlying approach to this problem (management of differnces)
1- differences among people shouldnt be good or bad
2- no right way to deal with differnces
three diagnostic questions of differneces
1- what is nature of differneces, 4 kinds (1- facts including acceptance of them, 2- goals, 3- methods strategies to achieve goals, 4- values or way power should be excersized)
2- what factor underlie differences: ask why differences exists, perceive info differently ( 1- info factors: disagree to nature of problem, 2- perceptual: different images of same stimulus, 3- role factors: exert influence based on status
3- what stage has interpersonal differences evolved: conflict pas throguh stages
5 stages of conflict development
1- anticipation: when info release, how consequnce handle
2- conscious but unexpressed dispute: feeling of dispute no info but build up
3- discussion: info presented, opinons emerge
4- phase open dispute: differnces sharpen into more clearly defined points of view
5- open conflict: committed to particular position on issue
- situation in which the manager has time to anticipate and plan for an impending dispute, we suggest that the general approaches typically available to him are
a) avoidance, (b) repression, (c) sharpening into conflict, and (d) transformation into problem solving.
avoidance strategy is
promote peopl with similar experience
- good if org rely on conformity
-reduces total creativity
repression strat is
keep differences under cover by emphasizing loyalty, cooperation and teamwork and conflicting parties only come together in highly controlled situation
- good when diff is not releveant to task
-danger is if difference’s important feelings may have expressed indirectly, in way that can lower productivity
sharpen into conflict
recognize difference and create arena where can fight it out make sure understand rules and facts
- appropriate when is educational
- danger is can destroy future effectivness and costly, words have scras
transform to problem solving strat
: more heads = more set of experience can use to solve better with more info
-good when providing open and accepted approach, manager prevents bad feelings
- danger is requires time
what is enriched problem solving
turn conflict into problem solving
nine steps to enriched problem solving
1- welcome exestinece of differneces
2- listen with understanding not eveluation
3- clarify of conflict to become more productive
4- he can acceept feelings of indivuals involved
5- suggest procedurs and ground rules to resolve differences ( remind common objetive
6- primary attention to mantain relationship
7- create approapriate communication vessles
9- suggest procedure which faciliate problem solving (seperate idea from person)
- Behavior of managers who handling of personal difference’s strongly handled by personal feelings/needs
o Surrounding with yes men
o Emphasizing loyalty
o emphasizing loyalty and cooperation in a way that makes disagreement seem equivalent to disloyalty and rebellion.
o A persistent tendency to “pour oil on troubled waters” whenever differences arise.
types of feedback ACE
1- appreciate: acknowledge that someone has done soemthing valuable
2- coach: aimed to try to help someone learn and grow
3- evaluate: provide feedback on soemthing importtanrt
FIRO theory
fundemntal interpersonal relations oreinattion
- people want to feel: significant, compenetent and liked
interpersonal fears: ignored, embassed, disliked
- these feelings effect way we behave regardin: inclusion, control and openess
we give feedback to
improve, not bias in analyze self, build common interest, learn about self, alleviate pressure
o Receive feedback by
ask questions, not take personal, assume not to offend, effectively listen, listen and give thought
barriers of feedbakc
close minded, language and culture, understand purpose of feedback, different people have different ways
