Module 9 Chapter 8 – Motivation and Empowerment – let people motivate themselves
Coach – Strengthening People “You can’t do it all”
% of work completed?
-10 employees 1 leader
-65-100% - 80% of work will get done when leader is not there
-5-15% - 10% of work will get gone when team is not there
-You need them more than they need you
-Your success as a leader is based on the performance of your people
#1 Reason New Leaders Fail
-Lack of ability or unwillingness to delegate
Motivating Others
Importance of Motivation
-Want to work at your organization
-Stay with the organization
-Be responsible while at work
-Be productive while at work
-Volunteer to do extra work
Motivation – forces either internal or external to a person that arouse enthusiasm and persistence to pursue a
certain course of action
-Motivation plays a role in employee productivity
-Motivational theory can be used to:
oSatisfy followers’ needs
oEncourage better work performance
Simple Model of Motivation
- Need – creates desire to fulfill needs (money, friendship, recognition, achievement)
- Behavior – results in actions to fulfill needs
- Rewards – satisfy needs: intrinsic or extrinsic rewards
- Feedback – reward informs person whether behavior was appropriate and should be used again
Types of Rewards
- Intrinsic Rewards – internal satisfactions a person received in the process of performing a particular
action. Appeal to the higher needs of individuals
- Extrinsic Rewards – given by another person, typically a supervisor
oPay raise and promotions
oAppeal to the lower needs of individuals
Needs Based Theories of Motivation
-Maslow’s Hierarchy of Needs Theory – Maslow’s theory proposes that humans are motivated by
multiple needs and those needs exist in a hierarchical order
oHigh to Low
oSelf-actualization needs – opportunities for advancement, autonomy, growth, creativity
oEsteem Needs – Recognition, approval, high status, increased responsibilities
oBelongingness Needs – work groups, clients, coworkers, supervisors
oSafety Needs – safe work, fringe benefits, job security
oPhysiological Needs – heat, air, base salary
-Frederick Hertzberg’s Two-factor Theory – “The opposite of dissatisfaction is not satisfaction; it is no
dissatisfaction”
oHygiene Factors – involves the presence or absence of job dissatisfiers, such as working
conditions, pay, company policies, and interpersonal relationships
oMotivators – involves job satisfaction and meeting higher-level needs such as achievement,
recognition, and opportunity for growth
-McClelland’s Acquired Needs Theory – McClelland’s theory proposes that certain types of needs are
acquired during an individual’s lifetime. Need for achievement (nAch), affiliation (nAff), and power
(nPwr)
oThe need for power refers to the desire to influence or control others and have authority over
others
oLeader-Member Exchange
- Reinforcement Theory – looks at the relationship between behavior and its consequences
oBehavior Modification – set of techniques by which reinforcement theory is used to modify
behavior
-Victor Froom Expectancy Theory – motivation depends on individuals’ mental expectations about their
ability to perform tasks and receive desired rewards
- Equity Theory – people are motivated to seek social equity in the rewards they receive for performance
oState of Equity – ratio of one person’s outcomes to inputs equals the ratio of others in the work
group (inequity – input / outcome ratios are out of balance)
Shaping Behavior with Reinforcement
-Shamu – Positive Reinforcement, train with rope, swim over rope = reward, keep raising rope until it is
out of water
Slow
Work
Rate –
supervisor
requests
faster
work
Employe
e increases
work rate
Praise employee, recommend pay
raise
Positive Reinforcement – increase
likelihood that behavior will be repeated
Avoid reprimands, negative
statements
Avoidance Learning – increases
likelihood that behavior will be repeated
Employe
e continues
slow work
Reprimand employee, make
negative statements
Punishment – reduces likelihood that
behavior will be repeated
Withhold raises, merit pay, praise Extinction – reduces likelihood that
behavior will be repeated
Key Elements of Expectancy Theory
Video – The Puzzle of Motivation Dan Pink
-The candle problem – Karl Duncker
Empowering Others
Empowerment – delegation of power or authority to subordinates in the organization
-Enhances motivation by meeting the higher-level needs of employees
-To empower followers, leaders help them understand their importance and value
oProvides followers with a direction within which to act freely
Elements of Empowerment
-Employees receive:
oInformation about company performance
oKnowledge and skills to contribute to company goals
-Employees have the power to make substantive decisions
-Employees understand the impact of jobs
-Employees are rewarded based on company performance
Job Design for Empowerment
- Job Design – structuring jobs to meet higher level needs and increase motivation toward achieving
goals
Richard Hackman Job Characteristics Model – considers the core job dimensions to enrich jobs and increase
their motivational potential
Job Enrichment – incorporates high-level motivators into the work
-Job responsibility
-Recognition
-Opportunities for growth, learning, and achievement
Degrees of Empowerment
Engagement – occurs when people in an organization:
-Enjoy their work and are satisfied with their work conditions
-Contribute enthusiastically to meet goals
-Have a sense of belonging and commitment
-“Actively involved in meaningful work”
-Gallup Organization – Engagement Study
oEngaged 26%
oNot Engaged 55%
oActively Disengaged 19%
New Ideas for Motivation
- “Making Progress Principle” – important facts that boosts motivation, positive emotions, and
perceptions in making progress toward meaningful goals
-Leaders can:
oSet clear objectives
oGive people freedom
oGive sufficient time and resources
oHelp people see how they are contributing
oEncourage people
oProvide recognition
oGive regular feedback
- “Thriving Workforce” – people are satisfied, productive, and engaged in creating a better future for
themselves and the organization
oIncorporates vitality and learning
Video – Employee Engagement
-Happiness is not employee engagement
-A happy employee might be happy doing nothing
-Fewer that 20% of workers are fully engaged
-Low engagement leads to disinterest, low productivity, stress
-Low productivity is costing organizations about $350 billion a year
-77% of employees dislike their current jobs
-39% of disengaged employees suffer work related stress …which eventually leads to resignation
-62% of engaged employees have a sense of purpose and meaning in their job
-An engaged employee believes in the work they do, believes in the organization, is connected to the
organization’s goals
-With technology you can assess employee engagement, understand where it is broken and why. Then
you can fix it.
-PeopleStreme (human capital management) can show you how to understand, asses, and improve your
organization’s employee engagement
A full engaged employee is one who cares deeply about the organization and actively seeks to serve the
mission
One way to increase a job’s motivational and empowerment potential is to increase skill variety
Organizations can motivate employees by creating an organizational structure to help them find true value
in their work
Module 10 Chapter 9 – Leadership Communication – keep people informed
Overview of Communication
Communication – process by which information and understanding are transferred between a sender and a
receiver
-80% of managers spend time in managerial communication, leaders should spend more than that
-“The Most Important Skill” – National Association of Colleges & Employers
Circular Model of Interpersonal Communication – Gabriella Moise
Communication Process – A sender transmits a message through a channel to a receiver who responds:
- Sender – the person who wants to share information
- Message – the information
- Receiver – the person for whom the message is intended
- Encoding – formulating a message into understandable symbols or language
- Decoding – interpreting and trying to make sense of the message
- Channel – pathway by which a message travels
- Feedback – the receiver expresses his or her reaction to the sender’s message
- Noise – any disturbance that interferes with the transmission of a message
Webster’s International Dictionary
-73 different meanings for the word run
-47 different meanings for the word face
-More than 100 for the word run
Barriers to Communication
- Physical Barriers – sound, time, space
- Semantic Barriers – words
oJargon – terminology specific to a particular profession or group
oThe project manager says “Let’s take this offline and drill down to the core value-added
proposition. This customer needs a turnkey solution to improve its ROI. We’re talking about a
sea-level change. Ping me later, OK? We’ll do a brain dump”
- Personal Barriers
oVariable skills in communicating effectively
oVariations in how information is processed and interpreted
oVariations in trustworthiness and credibility
oOversized egos
oFaulty listening skills
oTendency to judge others’ messages
oInability to listen with understanding
oStereotypes and prejudices
Receiver
Sender
Message
Verbal and
nonverbal symbols
Potential for error or
misunderstanding
Interpret Message Interpret Message
Formulate Message Formulate Message
Message
Verbal and
nonverbal symbols
“Silent Messages”
-Albert Mehrabian
oVerbal: 8%
oVocal: 37%
oVisual: 55%
Nonverbal Communication
-Management by wandering around
-Consists of messages sent outside of the written or spoken word
-Expressed through interpersonal space, eye contact, facial expressions, body movements, gestures,
touch, setting, and time
-Nonverbal communication is responsible for as much as 60-90% of a message being communicated
-You listen with your eyes
Communication and the “Fundamental Five” – What, How, How often
- Guardian – establish Trust – “Give respect, receive trust”
- Navigator – clarify Purpose – “keep the main thing, the main thing”
- Coach – strengthen People – “you can’t do it all”
- Architect – build the Team
- Revolutionary – lead Change
Video – Body Language of Leaders – Vanessa Van Edwards
-Testosterone leaders
-Leaders – smile less, interrupt, hold eye-contact more when they are speaking to you, hold eye-contact
less when you are speaking to them, stand still (move purposefully), hold head still as they speak
Strategic Communication
Management Communication
-Traditional role of a manager is that of an information processor
oPlan, organize, direct, control
-Managers have communication responsibility in directing and controlling an organization
oEstablish themselves at the center of information networks to facilitate the completion of tasks
-What, When, How
Communication Champion – believes that communication is essential to building trust and gaining
commitment to a vision
He or she used rich channels of communication, uses nonverbal communication
- Embeddedness – people throughout the organization are united around a common purpose
- Sense giving – influence how others make sense of the organization, where they fit within it, and the
purpose of their work
- Why
Strategic Conversations – people talking across boundaries and hierarchical levels about:
-Group or organization’s vision
-Critical strategic themes
-Values that can help achieve desired outcomes
Leading Strategic Conversations
-Ask questions and actively listen to others
oTo understand their attitudes and values, needs, personal goals, and desires
-Set the agenda for conversation
oBy underscoring the key strategic themes that are linked to organizational success
-Select the right communication channels and facilitate dialogue
Open Communication
-Leaders sharing all types of information throughout the company and across all levels
oEnables leaders to hear what followers have to say
-Leaders break down conventional hierarchical and departmental boundaries that may be barriers to
communication
Open Communication Climate
-Helps alleviate tension and conflict between departments
-Builds trust
-Reaffirms employee commitment to a shared vision
-Makes a company more competitive
Questions that Leaders Ask
Benefits of Asking Questions
-Encourages people to think and empowers them to find answers
-Helps to build positive attitudes and follower self-confidence
-Provokes critical thought and leads to deeper and lasting learning
-Shows that leaders:
oCare about people on an individual basis
oValue the opinions and knowledge of others
oAre open to new ideas
oHave faith that people want to contribute to the organization
Listening
-Skills of grasping and interpreting a message’s genuine meaning
-Taken for granted
oPeople focus on presenting their own ideas more effectively
-Effective listening in engaged listening
Key to Effective Listening
-Listen actively, Keep an open mind, Resist distractions, Capitalize thought being faster than speech,
Seek understanding
-Judge content not delivery, Hold one’s fire, Listen for ideas, Work at listening, Show respect
Dialogue
-Active sharing and listening in which people explore common ground
oGrow to understand each other and share a world view
-Participants refrain from:
oPresuming to know the outcome
oTrying to sell their convictions
-Characterized by group unity, shared meaning, and transformed mindsets
Dialogue vs. Discussion
Communicating with Candor
- Candor – honest, forthright expression of a leader’s thinking
oLimits the potential for workplace misunderstandings, incivility, and ill will turning into hot
topics
oLet’s followers know exactly where the leader stands and what the leader expects of them
-Results in:
oWork being done faster and better
oMore people getting involved in organizational conversations
oLimiting common organizational problems
- “Crucial Conversations” – Vital Smarts
oOpinions vary
oStakes are high
oEmotions run strong
Transform anger into powerful dialogue
Make it safe to talk about anything
Be persuasive, not abrasive
Stories
“A key – perhaps the key – to leadership is the effective communication of a story” Howard Gardner
-Influence people’s beliefs, attitudes, and behaviors
-Help leaders unite people
-Foundation of sense giving
-Help people make sense of complex situations
-Bind people together in a shared purpose and inspire action
Organizational Communication
Channel Richness – amount of information that can be transmitted during a communication episode
-Characteristics that influence the richness of an information channel:
oAbility to handle multiple cues simultaneously
oAbility to facilitate rapid, two-way feedback
oAbility to establish a personal focus for the communication
Continuum of Channel Richness
Hierarchy Based on Information Richness
- Face-to-face discussion
oRichest medium
oFacilitates assimilation of broad cues and emotional understanding of the situation
oPermits: direct experience and multiple information cues, immediate feedback and personal
focus
- Telephone conversations
oGives considerable emotional information
- Electronic Messaging
oAllows for rapid feedback and can be personalized
oProvides a way to get information to a wide audience
- Print Media
oCan be personalized
oConvey written cues and provides slow feedback
Selecting a Communication Channel
- Routine Messages – low richness
oSimple and straightforward
oConvey data or statistics
oEfficient communication is through channels lower in richness
- Nonroutine Messages – high richness
oConcern issues of change, conflict, or complexity that have great potential for misunderstanding
oCharacterized by time pressure and surprise
oEffective communication is through rich channels
-Channel should fit the message
-Messages of high performance can by conveyed using more than one channel
oRedundant communications – sending the same message using different channels
Adds weight to the message and keeps the issue at the top of people’s minds
Effectively Using Electronic Communication Channels
-Combine high-tech and high-touch
-Consider the circumstances
-Think twice before sending the message
-Disadvantages of electronic communication
oContributes to poorer communication in organizations
oDeprives people of human moments
Dos and Don’ts of Electronic Mail
Current Communication Challenges – using social media, developing skills for communicating in a crisis
Leadership via Social Media
- Social Media – internet-based applications that allow the creation and sharing of user generated
content
osupports openness and transparency
oprovides a new way to connect and build relationships with employees
Being Crisis-Ready – Stay calm, Be visible and supportive, Tell the truth, Communicate a vision for the future
Video: E-Mail Etiquette – Kim Kommando
Module 11 Chapter 12 – Power and Influence – be smart when persuading people
Organizational Power and Politics
Power
-“It’s not what you know, it’s who you know”
-Unethical behavior = inappropriate use of power
-nPwr – David McClelland
-“Power corrupts and absolute power corrupts absolutely Great men are almost always bad men” – Lord
Acton
Power – ability of one person in an organization to influence others to bring about desired outcomes
- Stanley Milgram Experiment – students gave out fake electric shocks, were forced to keep going
oHow many will keep going and how many will refuse
oMany went the whole way
5 Types of Leader Power – Milgram has all types of leader power
- 1. Legitimate – based on leader holding formal position or title. People accept leader’s right to issue
orders or direct activities
- 2. Reward – based on leader having the ability to provide or withhold rewards. People comply in order
to obtain desired rewards
- 3. Coercive – based on leaders’ ability to punish or recommend punishment. People follow orders to
avoid punishments
- 4. Expert – based on leader’s special knowledge or skills. People trust and respect decisions because of
leader’s expertise
- 5. Referent – based on leader’s personal characteristics. People admire and respect leader, like to be
around him or her, and adopt the leader’s viewpoint
Hard Power – stems from a person’s’ position of authority
Soft Power – based on personal characteristics and interpersonal relations
Responses to the Use of Power
- Compliance – following the directions of the person with power, regardless of how much agreement
there is with that person’s directions (Hard power)
- Resistance – act of deliberately disobeying or delaying carrying out orders (Hard power)
- Commitment – adopting the leader’s viewpoint and carrying out instructions (Soft Power)
Politics – obtaining desired future outcomes by acquiring, developing and using power
Organizational Politics
-Positive or negative – politics happens. The philosopher Plato said, “One of the penalties for refusing to
participate in politics is that you end up being governed by your inferiors.” And this holds true today in
the workplace: If you don’t participate in the political game, you risk not having a say in what happens
and allowing people with less experience, skill, or knowledge to influence the decisions being made
around you
-Office Politics are a fact of life. Wise politicking will help you get what you want in the world of work
without compromising others in the process. Learn to use its power positively while diffusing the
efforts of those who abuse it Mind Tools, “Dealing with Office Politics”
-…can be highly destructive, as people focus on personal gains at the expense of the organization. “Self-
serving political actions can negatively influence our social groupings, cooperation, information sharing,
and many other organizational functions
-Thus it is vital to pay attention to organizational politics and create the right political landscape
-“Politics is the lubricant that oil your organization’s internal gears.” Office politics has also been
described as “simply how power gets worked out on a practical, day-to-day basis”
o-Wikipedia
Personalized Leaders
-Exercise power for their own self-centered needs and interests
-Self-aggrandizing, nonegalitarian, and exploitative
Social Leaders
-Exercise power to benefit others and the organization as a whole
-Empower, egalitarian, and supportive
Leader Frames of Reference
- Frame – leader’s perspective of the world. Influences how the leader:
oInteracts with followers
oMakes decisions
oExercises power
-Understand you own frame of reference
-Understand others frames of reference
-Consider expanding your frames
Four Leader Frames of Reference Lee Bolman & Terrence Deal
The Guardian: “Doing Good Work” – balancing effective and ethical behavior
Guidelines for Ethical Action
Video: Power & Politics – Deborah Gruenfeld
-Body language of power
-Authoritative – closing yourself off
-Approachable
-Shift the dynamic
-Act with power
- Playing High (source of dominance) – relaxation, openness, expansive, Directive Body Language,
holding direct eye-contact, reinforce actual rank
- Playing Low – minimize footprint, shrink and hide, point toes inward, speak incomplete sentences,
fleeting and jerking movements, talking with hands near face, no actual eye-contact, smile more than
higher ranks, make others feel comfortable,
-Women and power – perceived differently, Heidi and Howard, women expected to play low
“Difficult Bosses”
Influential Leadership
Leader – a person who influences others to get things done
Kinds of Influential Leadership
- Transformational (not transactional), Charismatic, Coalitional, Machiavellian
Transformational Leadership – Big Change
-Brings about significant change in followers and the organization
-Leads change in an organization’s vision, strategy, and culture
-Promotes innovation in products and technologies
-Provides larger meaning to separate activities
-Inspires people to participate in the change process
-Articulates a vision that is significantly better than the old
oEnlists others in sharing the dream
-Inspires followers to go beyond their own self-interests
-Elevates the concerns from lower-level physical needs to higher-level psychological needs
-Develops followers into leaders
Transactional Leadership
-Transaction or exchange process between leaders and followers
oRecognizes followers’ needs and desires
-Creates a way to satisfy the needs/desires in exchange for meeting the specified objectives and duties
Charismatic Leadership – Inspiring Leader
-Inspiring and motivating people to do more than they would normally do, despite obstacles and
personal sacrifice
oImpacts people emotionally
-Engages emotions in work life
oInstills both awe and submission in followers
-Ability to communicate complex ideas and goals in clear, compelling ways
Coalitional Leadership – develop relationships
-Builds a coalition of people who support the leader’s goals
oInfluences others to implement and achieve the leader’s decisions and goals
-Develops connections with a broad network of people
oLeaders adapt their behavior and approach to diverse people and situations
-Develops positive relationships both within and outside the organization
-Failing to build a coalition may lead to conflict and disagreements
Steps for Coalitional Leadership
-Having a lot of interviews
-Visiting customers and other stakeholders
-Developing a map of stakeholder buy-in
-Breaking down barriers and promote cross-silo cooperation
Machiavellian Style Leadership – touch actions
-Leader is willing to use any means necessary to preserve and protect the well-being of the organization
oBare-knuckle Strategies – help leaders with the power needed to accomplish things
-Always on guard for risks and threat to their power
-Do not mind being feared
-Use deception, if required
-Use rewards and punishment to shape behavior
6 Principles for Asserting Leader Influence
1. Appeal to a vision or higher purpose 2. Use rational persuasion 3. Help people to like you
4. Rely on the rule of reciprocity 5. Develop allies 6. Ask for what you want
ARCHITECT – Building the TEAM
Module 12 Chapter 10 – Leading Teams – accomplishing challenging work together
Leading Teams and Teamwork
Popularity of Teams – teams outperform individuals acting alone
-Especially when performance requires:
oMultiple skills
oJudgments
oExperiences
Value of Teams
-Improved productivity and quality
-Greater flexibility and speed
-Flatter management structure
-Better employee involvement and satisfaction
-Lower turnover
2 of 5 with no fatal flaws – difficulty building and leading a team
Findings Regarding Teams – The Wisdom of Teams, Katzenbach & Smith
-A demanding performance challenge tends to create a team
-Most organizations prefer individual to team accountability
-Teams at the top are the most difficult
-High-performance teams are extremely rare
-The disciplined applications of “team basics” is often neglected
Kinds of Teams: continuous improvement team, cross-functional team, problem-solving team, production
team, project team, tiger team, self-managed team, top-management team, virtual team, work team.
Evaluation of Teams and Team Leadership
Crowds & Groups & Teams
- Crowds – collection of people James Surowiecki, The Wisdom of Crowds
- Groups – 2 or more people who share collective norms, goals, and a common identity
- Teams – unit of 2 or more people who interact and coordinate their work to accomplish a shared goal
or purpose
oBiggest Differentiator = Dependency
Track Team independent
Basketball Team dependent
Baseball Team interdependent
Dilemma for Team Members
-Have to give up their independence
-Have to put up with free riders
oFree Rider – team member who attains benefits from team membership but does not actively
participate in and contribute to the team’s work. Referred to as social loafing
-Sometimes, are part of a dysfunction team
(1) Five Common Dysfunctions of a Team – Patrick Lencioni
(2) Leading a Team to High Performance
-Compelling purpose, clear objectives, and explicit metrics
-Diversity of skills and unambiguous roles
-Streamlines team size
-Decision authority over how to achieve goals
-Support and coaching
(3) Team Competencies
-Goal setting and performance management
-Planning and coordination
-Collaborative problem solving
-Communication
-Conflict resolution
Stages of Team Development – Bruce W. Tuckman, “Developmental Sequence in Small Groups”
Team Cohesiveness – extent to which members are attracted to and motivated to remain in the team
-Determinants
oTeam interaction
oShared goals
oPersonal attraction
-Presence of competition and team success influence group cohesiveness
Consequences of Cohesiveness
- Higher morale due to:
oGreater communication
oFriendly team climate
oLoyalty
oMaintenance of membership
oMember participation in team decisions and activities
- Better performance leading to:
oGreater productivity
oBetter member satisfaction
oGreater employee energy and creativity
Self-Directed Teams – made up of members who work with minimum supervision and rotate jobs to produce a
complete product or service
-Have access to information and resources and decision-making authority
-Do not always have full autonomy
-Work with minimal supervision
-Elect one among them as a leader
Virtual Teams – geographically or organizationally dispersed members sharing a common purpose
-Linked through advanced information and telecommunications technologies
- Global Team: culturally diverse members who live and work in different countries and coordinate some
part of their activities on a global basis
Differences of Conventional, Virtual, and Global Teams
Virtual Teams
Skills of A Successful Virtual Team Leader
-Selecting the right team members
-Starting off right
-Using technology to build relationships
-Agreeing on ground rules
Video: “Patrick Lencioni: Five Dysfunctions of a Team”
Targeted to executives Meetings lack context, need
vision
“5 temptations as a CEO”, “The 4 obsessions
of an extraordinary executive”, “The 3 signs
of a miserable job”, “Death by meeting”
Build trust, politics, call
them out
Overcome intimidation = be
comfortable feeling vulnerable
Managing Conflict
Conflict – antagonistic interaction in which one party attempts to thwart the intentions or goals of another
- Types of Conflict:
oTask: disagreement among people about the goals to be achieved or the content of the tasks to
be performed
oRelationship: personal incompatibility that creates tension and feelings of personal animosity
among people
Team Member Roles
- Task-specialist Role
oInitiate ideas
oGive opinions
oSeek information
oSummarize and energize
- Socioemotional Role
oEncourage and harmonize
oReduce tension
oFollow and compromise
Cause of Conflict
-Competition for resources
-Lack of clear roles and responsibilities
Causes of Conflict – The GRPI Model
Dysfunctional Conflict – conflict that slows progress or organizational performance, AKA negative conflict
Functional Conflict – conflict which benefits the main purposes and serves the interest of the organization,
AKA constructive/cooperative conflict
Balancing Conflict and Cooperation
Consequences of Cohesiveness – can lead to lower performance due to groupthink
Groupthink – tendency of people in cohesive groups to suppress contrary opinions
Illusion of invulnerability
Belief in the inherent morality of the group
Rationalization
Stereotyping of out-groups
Self-censorship
Direct pressure
Mindguards
Illusion of unanimity
Interpersonal Conflict
Conflict Handling Styles – Thoman-Kilmann
Ways to Negotiate
- Integrative – cooperative approach to negotiation in which conflicting parties attempt to reach a win-
win solution
- Distributive – adversarial negotiation in which conflicting parties compete to win the most resources
and give up as little as possible
Rules for Reaching a Win-Win Solution
-Separate the people from the problem
-Focus on underlying interests, not current demands
oDemands – create yes-or-no obstacles to effective negotiation
oUnderlying interests – problems that can be solved creatively
-Listen and ask questions
-Insist that results be based on objective standards
Video – “Get Comfortable with Team Conflict” Mark de Rond
Module 13 Chapter 11 – Developing Diversity – benefiting from everyone’s stengths
Developing Leadership Diversity
Diversity – differences among people in terms of age, ethnicity, race, or other dimensions
Civil Right Act, Title VII
Equal Pay Act
Age Discrimination Act
Americans with Disabilities Act
Executive Orders 11246 and 11478
Vietnam Era Veteran’s Readjustment Act
Workforce Diversity – workforce made up of people with different human qualities or who belong to various
cultural groups
Traditional vs. Inclusive Models of Diversity Anthony Oshiotse & Richard O’Leary
Changing Attitudes Toward Diversity
-Factors contributing to increased acceptance:
oGlobalization
oDemographic changes
oChanges in society and social values
Value of Organizational Diversity
-Diversity of thought aids in achieving high performance
-Broader and deeper base of ideas, opinions, experiences
-Financial competitiveness
-Helps meet the needs of diverse customers
Challenges
- Ethnocentrism – belief that one’s own culture and subculture are inherently superior to other cultures
- Prejudice – adverse feeling or opinion formed without regard for the facts
- Stereotype – rigid, exaggerated, irrational, and negative belief or image associated with a particular
group of people
- Discrimination – treating people differently based on prejudicial attitudes and stereotypes
oUnconscious bias theory – people’s decisions are influenced by unconscious prejudice
- Glass Ceiling – invisible barrier that separates women and minorities from top leadership positions
oGlass Walls – invisible barriers to lateral movement within the organization
Domestic Responsibilities – High Achieving Men and Women – Sylvia Ann Hwelett
Women as Leaders – female managers rate high on:
-Interpersonal skills
-Task behavior
-Communication
-Being an idealized influence
-Providing inspirational motivation
-Goal accomplishment
-Offering intellectual stimulation
-Being more individually considerate
Interactive Leadership
-Develop personal relationships with followers
-Share power of information
-Empower employees
-Strive to enhance others’ feelings of self-worth
Global Diversity and Sociocultural Environment
-Globalization has caused managers to confront broader range of issues
-Social and cultural differences have the ability to cause conflict
If the World were 100 People: Erickson, Vonk, & Meadow
50 female
50 male
83 able to read/write
17 not able
7 have college degree
22 own/share a computer
12 speak Chinese
5 Spanish
5 English
3 Arabic
3 Hindi
3 Bengali
3 Portuguese
2 Russian
2 Japanese
62 other
33 Christians
22 Muslims
14 Hindus
7 Buddhists
12 other
12 none
60 Asians
15 Africans
14 people from the
Americas
11 Europeans
1 dying of starvation
15 undernourished
21 overweight
87 have access to safe drinking water
13 no access to safe drinking water
Hofstede’s Dimensions of Culture
- Power Distance – status and authority differences between a superior and a subordinate
- Individualism versus Collectivism – the extent to which persons define themselves as individuals rather
than as members of a group
- Masculinity versus Femininity – assertive, competitive, success-driven values versus quality of life,
relationship-oriented values in society
- Uncertainty Avoidance – preference for structured rather than unstructured situations
- Time Orientation – emphasizing long-term values such as a thrift and persistence versus short-term
values such as fulfilling social obligations
Example: Leaders as Experts? – Andre Laurent
Stages of Personal Awareness (Low to High) – M. Bennett
- Denial?
- Defense (Lowest)
oPerceives threat against one’s comfortable world view
oUses negative stereotyping
oAssumes own culture superior
- Minimizing Differences
oHides or trivializes cultural differences
oFocuses on similarities among all individuals
- Acceptance
oAccepts behavioral differences and underlying differences in values
oRecognizes validity of other ways of thinking and perceiving the world
- Adaptation
oAble to empathize with those of other cultures
oAble to shift from one cultural perspective to another
- Integration (Highest)
oMulticultural attitude – enables one to integrate differences and adapt both cognitively and
behaviorally
Employee Affinity Groups – AKA Diversity Networks/Resource Groups
-Based on social identity, to focus on concerns of employees from that group
oEnable them to make greater contributions to the organization
-Helps employees be more effective and reduces members’ social isolation
oIncludes senior leaders in group event and contributes or organizational effectiveness
Minority Sponsorship – strong support from a powerfully positioned executive
-Willing to put his or her reputation on the line to promote an individual’s career advancement
-Sponsors expect high performance and strong commitment in return
Video – “Apple – Diversity – Inclusion inspires innovation” Denise Young-Smith
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Guardian – Establish TRUST “Give Respect, Receive Trust”
Navigator – Clarify PURPOSE “Keep the Main Thing, the Main Thing”
Coash -Strengthening PEOPLE “You Can’t Do it All”
Architect – Building the TEAM “Less Me and More We”
Revolutionary – Leading CHANGE
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Module 14 Chapter 15 – Leading Change
Organizational Change
Three Kinds of Change
External Climate
-Volatile
-Uncertain
-Complex
-Ambiguous
Environmental Scan/Situational Awareness (SA)
-The Red Baron – Manfred von Richthofen
(8) Forces Driving Need for Change
Technological advances Globalization
Social media and the information revolution Economic turbulence
Shifting social attitudes Changing market forces
E-business and mobile commerce Increasing regulation
Kotter on Managers vs. Leaders
- Managers – keep things the same
oPlanning & budgeting
oOrganizing and staffing controlling and solving problems
- Leaders – change things
oSetting direction
oAligning people
oMotivating and inspiring
Change Agent (Leader) Characteristics
-Define themselves as change leaders
-Demonstrate courage
-Believe in employees being responsible
-Assimilate and articulate values that promote adaptability
-Recognize and learn from their own mistakes
-Have vision and are capable of managing complexity, uncertainty, and ambiguity
oPlanned change
oOrganizational change
oChange management
oWhat When How do we change?
What Do We Change? 7 “S” Model – McKinsey & Co.
- Shared Values
oStructure, Systems, Style, Staff, Skills, Strategy
When Do We Change?
-Up to leader
-“Readiness to Change”
-“Felt Need” to Change
-Credible Change Agent
How Do We Change?
- The 8 Stage Model of Planned Organizational Change – John P. Kotter
o1. Light a fire for change
o2. Get the right people on board
o3. Paint a compelling picture
o4. Communicate the change widely
o5. Remove obstacles and empower people to act
o6. Achieve and celebrate quick wins
o7. Keep it moving
o8. Make changed stick
-Kotter & Cohen – Planned Organizational Change
o(1) Set the Stage: increase urgency, build the guiding team
o(2) Decide What to Do: get the vision right
o(3) Make it Happen: communicate for buy-in, empower action, create short-term wins, don’t let
up
o(4) Make It Stick: make change stick (create a new culture)
- Appreciative Inquiry – technique for leading change that engages individuals, teams, or the entire
organization by reinforcing positive messages and focusing on learning from success
- Four Stages of Appreciative Inquiry – Gabriella Giglio, Silvia Michalcova, & Chris Yates
o1. Discovery – identifying and appreciating “the best of what exists”
o2. Dream – imagining “what could be”, creating a vison
o3. Design – formulating action plans and achieve “what should be”
o4. Destiny – sustaining “what will be” for the future
Video – “A Brief Introduction to CHANGE MANAGEMENT” – Paul Brown
-1968 Peter Drucker Age of Discontinuity
-1970 Alvin Toffler Future Shock
-1970 Derek Abell Strategic Windows
-1983 Noel Tichy Being of Habit
-19190 R. Pascale Nothing Fails Like Success
-1991 P. Schwartz Occurrence Evaluation
-1996 A. Slywotzky Strategic Anticipation
-1997 C. Christensen Disruptive Technology
-2000 Gary Hamel Strategic Decay
Personal Change
Resistance to Change – “Any behavior that slows the speed and scope of change”
-Because of Fear, losing jobs, friends, failure
Elizabeth Kubler-Ross
William Bridges Transition Model (not change)
Keys to Help People Change
-Provide a positive emotional attractor
-Ensure people have a support system
-Use repetition
-Involve people early
-Apply after-action reviews
Video – The Dynamics of Change and Fear Carly Fiorina
-Risk taking – trying something new – fear of change – fear of the unknown
-Preserve the status quo – maintaining their position of power
Guardian – Establish TRUST “Give Respect, Receive Trust”
Navigator – Clarify PURPOSE “Keep the Main Thing, the Main Thing”
Coash -Strengthening PEOPLE “You Can’t Do it All”
Architect – Building the TEAM “Less Me and More We”
Revolutionary – leading CHANGE “Change or Die”
2 of 5 with no Fatal Flaws
- Fatal Flaws
o1. Problems with interpersonal relationships
o2. Difficulty building and leading a team
o3. Difficulty changing or adapting
o4. Failure to meet business objectives
o5. Too narrow a functional orientation
