BADM 311 Notes - For online course with Elizabeth Luckman PDF

Preview

Summary

For online course with Elizabeth Luckman...

Description

BADM 311: Summer 2020 Online Course Week 1: Readings— ● The Reasons We Work: https://fs.blog/2015/10/reasons-we-work/ ○ Direct Motivation—Play, Purpose, Potential ■ Play: what compels you to take up hobbies, work itself is its own reward, must be fueled by the work itself ■ Purpose: when you do an activity because you value the outcome of the activity, when your values and beliefs align with the work you are doing, ■ Potential: you do the work because it will eventually lead to something (ex. Dieting so that you can run faster on a football field) ○ Indirect Motives: ■ Emotional Pressure: motives not directly concerned with the work (practicing the piano to not disappoint your mother) ■ Economic Pressure: when you do an activity solely to reward or avoid punishment, whenever you feel forced to do something, people at any income can feel economic pressure at work ■ Inertia: your motive for working is so distant from the work itself that you can no longer say where it comes from—you just do what you do simply because you did it yesterday ● To find meaning in your work, change how you think about it ○ Finding purpose at your job ■ Purpose is built—not found ■ Happiest and most effective custodians job craft ○ Invest in positive relationships ■ Take the younger people out to lunches, etc. ○ Remember why you work ■ Who are you working for? Identifying this person or group of people ● Positive Psychological Blog: What is Job Crafting? ○ Job Crafting—taking proactive steps to redesign what we do at work, changing tasks, relationships, and perceptions of our jobs ■ “an employee-initiated approach which enables employees to shape their own work environment such that it fits their individual needs by adjusting the prevailing job demands and resources” ○ Task Crafting: Changing up for responsibilities ■ Changing the nature of certain responsibilities (ex. Bus driver taking a scenic route or chef spending extra time perfecting his food for his customer) ○ Relationship Crafting: Changing up interactions ○ Cognitive Crafting: Changing up your mindset

○

○

○

○

○

■ Changing perspectives on the tasks you are doing ● Ex. changing the sheets at a hotel Job Design vs. Job Crafting ■ Job Design is more of an ‘top down’ organizational approach ■ Job Crafting puts responsibilities in the workers hands Job Crafting Model: ■ Job Demands Resources ● views all the characteristics of our jobs—psychological, physical, organizational, and social aspects—as either demands or resources. ● Demands: emotional strain and similar ● Resources: help us accomplish our work goals ■ Job Crafting Model ● Employees with more proactive personalities were more likely to be involved in job crafting ○ 1. Task Crafting: adding resources through extra tasks, someone stepping up amount of time allocated for something ○ 2. Relationship Crafting: ○ 3. Cognitive Crafting: ○ 4. From Cook to Creative Artist ○ 5. The Pink Glove Dance: what they do on the job, but also doing dances to raise money for breast cancer awareness ● By creating and finding meaning in our work, positive psychology says that we’re increasing our happiness ■ Benefits of the Approach: ● 1. Enhanced Organizational Performance ● 2. Greater Engagement ● 3. Adding more challenge promotes mastery ● 4. It may help us to achieve our ‘ideal’ career status ● 5. Evidence suggests that it makes us happier Drawbacks for Organizations ■ Misaligned goals ■ Unequal access Drawbacks for Individuals ■ Taking on too much ■ Exploitation—some employees may be going above and beyond but not being fairly reimbursed by the organization Job Crafting Questionnaire (PDF) ■ Task Crafting Items ■ Relationship Crafting Items ■ Cognitive Crafting Items

○ Fatima Job Crafting Case Study ■ Mid-level marketing manager who doesn’t feel like she is getting the most out of her job ■ Her job was crafted—now her passions come from a different place ○ Job Crafting Workshops ● Why finding meaning at work is more important than feeling happy ○ Happiness vs. Meaning ■ Meaningfulness comes from being a giver, suspending what one wants and desires for a fair amount of self sacrifice ○ 1. Become a Master Crafter: Give More of Your Talent ■ Coupling, decoupling, or rearranging tasks ■ Reformulating social interactions ■ Simply fine-tuning the perception of your work ○ 2. Ignore the what and heed the why ■ People are lit up when they know why what they do matters ○ 3. Remember that other people matter: ■ More successful people were found to have a best friend at work ● Video 1: The Way we think about work is broken ○ People work for pay… but why? ○ Idea technology: in addition to creating things, science creates ideas ○ It is not true that you cannot get good help ● Video 2: Barry Schwartz: Why We Work ○ Finding meaning in your work ○ In Class: Live Session Week 1 June 15th 1:00pm ● 6305049718 Mikaila Beauchamp [email protected] ● [email protected] James Scheuneman 847-431-8910 ● [email protected] Luka Ilic ● Task Crafting: chef adding designs for beautifully served foods ● Pick a team lead ● Current state of being an online student: ○ Task: turning things in before the deadline, online office hours, being proactive, meeting with our group for our project, ○ Responsibilities: being adaptable to sudden changes, show up to live sessions and participating ○ Cognitive Frames/ Crafting: at your own pace, people don’t have the same life at home, greater responsibility, self motivation rather than classroom; accountability and responsibility ● Brainstorm future state ○ Connecting and forming relationships through online platforms, keeping students

accountable, keeping your webcam, trying to stay focused on the actual lecture, keep ● Some important points: ○ Viewing work as a job, career, calling ○ Meaning and happiness are not always the same thing ○ Meaning is built and you can create it for yourself (related to motivation) ○ Being intentional about meaning at work can make you more satisfied

Week 2: Readings— Power and Influence ● The Basics of Power: ○ Power—the ability to influence the behavior of others to get what you want ■ Power can have positive and negative consequences; can align organizations to move together to achieve goals, but can also corrupt organizations completely ■ Power can be so easily abused because individuals are often quick to conform ○ Conformity—refers to people’s tendency to behave consistently with social norms ■ Because everyone else is doing it attitude ○ The Asch Studies ■ Studies found that individuals could be influenced to say that two lines were the same length when one was clearly longer than the other ■ Focal line—participants conformed when one person said one of the lines were longer than the other ○ The Zimbardo Study ■ Volunteers assigned the roles of either prisoners or guards ○ The Relationship Between Dependency and Scarcity ■ Dependency: directly related to power; more a person is dependent on you the more power you have ■ Scarcity: the uniqueness of a resource; more difficult something is to obtain, the more valuable it tends to be ○ Importance ■ Refers to the value of the resource ○ Substitutability ■ Refers to one’s ability to find another option as well as the one offered ■ Chart on importance, scarcity, and substitutability ■ Having 2 would make you extremely needed, 3 would be indispensable ● The Power to Influence

○ Bases of Power: ■ Six sources of power: legitimate, reward, coercive, expert, information, and referent ● Legitimate: comes from one’s organizational role or position ● Reward: ability to grant a reward, such as an increase in pay, a perk, or an attractive job assignment ● Coercive: the ability to take something away or punish someone for noncompliance ○ Works through fear and forces people to do something that ordinarily they would not choose to do ○ Ex. government dictators or parents may use grounding their child ● Expert: comes from knowledge and skill ● Information: similar to expert but not exact; information power is distinguished by access to specific information; ex knowing price information during negotiations ● Referent: stems from the personal characteristics of the person such as the degree we want to be like them; charisma ○ Influence: ■ Getting others to do what we want ■ Al Gore for example, works to persuade us with action-based suggestions ● Resistance: when the influence target does not wish to comply with the request and either passively or actively repels the influence attempt ● Compliance: when the target not necessarily wants to obey, but they do ● Commitment: when target not only agrees to the request but also actively supports it ■ Nine influence tactics: ● Rational persuasion: facts, data, and logical arguments to try to convince others that you perspective is better than alternative ● Inspirational appeals: seeks to tap into our values, emotions, and beliefs to gain support for a request or course of action ● Consultation: the influence agent’s asking others for help in directly influencing or planning to influence another person or group ● Ingratiation: different forms of making others feel good about themselves; includes any form of flattery before influence attempts (ex. Cover letters for resumes) ● Personal appeal: helping another person because you like them and they asked for your help

● Exchange: give-and-take in which someone does something for you and you do something for them in return ● Coalition: refer to a group of individuals working together towards a common goal to influence others (unions that may threaten to strike if their demands are not met) ● Pressure: exerting undue influence on someone to do what you want or else something undesirable will occur ● Legitimating: occur when the appeal is based on legitimate or position power. Rules, laws, and regulations, ○ Impression Management: ■ Actively shaping the way you are perceived by others; impression management— build credibility and maintain authenticity ■ “True self” that you choose not to disclose at work ● Nonverbal impression management ○ Clothes to wear and your demeanor ● Verbal impression management ○ Tone of voice, rate of speech, what you choose to say it ● Behavior impression management ○ How you perform on the job and how you interact with others ○ Direction of Influence ■ Used tends to vary based on the target ■ Different influence tactics with your boss than you would with peers ○ Upward Influence ■ The ability to influence your boss and others in positions higher than you ■ Appealing to a higher authority ■ Forming an alliance with a higher status person ○ Downward Influence ■ The ability to influence employees lower than you ■ An inspiring vision ○ Peer Influence ■ Peers need to be willing to influence each other without being destructively competitive ● A psychologist explains 3 ways power messes with ○ The good ■ When you feel powerful you tend to think about the bigger picture in more creative ways ■ Having power= better performance especially for complex or difficult tasks that require persistence ■ Powerful people feel more responsible for people they have power over ○ The bad

■ Prefer riskier business plans ■ Focus on potential payoff rather than risky behavior or potential dangers ○ The ugly ■ Power and jerkiness ■ Powerful people more likely to take candy from a baby ● Large and in charge: Powerful people overestimate their own height ○ People who feel powerful physically also feel taller ○ People feel taller when they have a higher position Workplace Hierarchy: ● Do Workplace Hierarchies Still Matter? ○ Hierarchies still work ○ Deliver practical and psychological value ○ Talented people associate themselves with success and attract other talented people to their sides ○ Even though social media seems to be taking over, traditional hierarchies still exist ● Hierarchy is not the problem. It’s the Power Dynamics ○ Science is basically hierarchical ■ Trees have branches, branches have leaves ○ Hierarchy creates cover for extremely toxic behaviour ■ Power from within (empowerment): the creative force you feel when you’re making art ■ Power with (social power): influence, status, rank that determines how much you are listened to in a group ■ Power-over (coercion): power used by one person to control another ○ Keys to power dynamics: ■ 1. Maximize power from within ■ 2. Make power with transparent ■ 3. Minimize power over ● Video: Social Influence ○ Obedience was highest when the person giving the order was seen as an authority order ○ Tend to conform even more if we are from a culture that stresses respecting authority ■ Power of authority—situation puts respects for authority ○ Groupthink ■ Harmful because going along with what group does even if it isn’t correct Week 3: Building trusting relationships Readings— The Neuroscience of Conversations

● Conversations are multidimensional ● Level 1: Transactional Conversations ○ Dynamics such as asking and telling ○ Confirm what we know in these conversations ● Level 2: Positional Conversations ○ Advocating and inquiring; allow us to defend what we know ○ We are less open to influence and more interested in selling our ideas ● Level 3: Transformational Conversations ○ Interaction dynamics such as sharing and discovering ○ Asking questions you have no answers to ○ Innovative insights and deeper listening to connect to others created ● Wired for trust: ○ Our brain is designed to detect trust; lowers our stress response ○ We are able love, bond, and collaborate more because of trust ● The Amygdala: ○ Small structure in the brain embedded bilaterally in the limbic system ○ Is here to protect us but becomes overactive when faced with chronic stress ○ We become more negative and reactive and sensitive ● The Prefrontal Cortex ○ Through co-creating conversations that focus on how we can cooperative tackle challenges, we activate an appreciative mindset ○ Prefrontal cortex helps us make judgement calls, have empathy and compassion, and anticipate the future ● Co-regulation: ○ The biological need for connection, the ability to mutually regulate behavioral states ○ Understanding, cooperation, trust, and compassion created ● The dance of two brains: ○ Sharing information during conversations our brains activate unique and paired communication The Neuroscience of Trust ● Having trust broken—forced author to preach Loving-Kindness meditation ● Ventral striatum and medial prefrontal cortex were correlated with positive social value signals; medial prefrontal cortex plays a role in decision-making and our focus of attention ● Willingness to trust others is built into our DNA ● Our instinct to trust can overcome logic ○ Collaboration and trust are key for building strong interpersonal relationships Practical Guidance for Using Humble Inquiry in PDCA Solving and Coaching ● Humble Inquiry—asking questions you don’t already have an answer to and listening instead to what the other person has to say

● PDCA problem solving: open-minded inquiry that assumes nothing and truly seeks to learn what the other thinks and why and listening instead to what the other person has to say ● Humble Inquiry: ○ 1. Ask Respectful Questions: offer open ended answers rather than closed ○ 2. Listen Attentively: hear what the other person is really saying and pay attention ○ 3. Focus: Concentrate on the person you are questioning ● First Application: Investigate inquiry in problem solving ○ If you have to solve a problem outside your gemba (work setting) you have to realize you are dependent on what those in the location of a problem have seen and heard ● Second Application: Pure Humble Inquiry Questioning as a Coach ○ Humble inquiry is an essential ○ In pure inquiry, the focus is the other person’s thinking ● It’s the person not the problem ○ First—to help someone improve their problem solving, you have to let them think and not tell them what or how they should think ○ Second—to support someone else, you have to focus your humble inquiry questioning on the other person’s thinking and ot your own ● Value of inquiry= leaves the other person with no alternative other than to listen, examine, and reflect on their own assumptions, assertions, claims ● Asking the person you are coaching what kind of support they want in their effort to develop their capabilities What is Conversational Intelligence? ● Conversational Intelligence: an organization’s ability to communicate in ways that create a shared concept of realtiy ● Hardwired ability in all humans to connect, engage, and navigate with others ● 95% of verbal exchanges were telling statement instead of asking ● Five Mistakes that lower conversational intelligence: ○ 1. Ignoring Other Perspectives ○ 2. Fixation on Being Right ○ 3. Tell-Sell-Yell: the more we try to align others with “our” point of view the more we create groupthink and resistance ○ 4. Allowing Emotions to Affect Listening ○ 5. Disengaged Listeners ● Can effective employee communication eliminate resistance? ○ Resistance from stakeholders is inevitable ○ Typical sources of resistance: ■ People with an interest in keeping the current processes in place ■ People who created the current way of working ■ Employees worried about more work following the change

■ People who advocated for an alternative ○ Classical symptoms of resistance: ■ Complaining ■ Not providing information or other resources ■ Skipping important meetings ● Root causes of resistance to change ○ Lack of awareness of the rationale for change ○ Fear of loss ○ Unpleasant past experience ● Internal communications practices ○ Hold focus group style discussions to gain feedback and perspective of past experiences ○ Get well ahead of change with town hall meetings, executive memos, and cascade briefings ○ Don’t fear over communicating during periods of change ● Glaser the definition of Conversation Intelligence Video ○ Conversations activating transcription DNA—writing DNA in our brain ○ As we interact, we trigger one another causing certain networks Creating Psychological Safety in the Workplace: ● Active Listening and Asking Good Questions: ● Listening without judgement and get as much out of the person as possible ● Paying attention to the tone, emotion, etc. ● How do you practice this? ○ How do we ask questions, the way we frame questions help us elicit responses ● What is your goal? ○ Confrontational question can get people to say yes or no ● Humble inquiry ○ Can you explain that further, exploring curiosity, understand another person’s knowledge ○ Active listening asking pure, open-ended questions

Week 4: Ethical and effective decision-making The Psychology Behind Unethical Behavior: ● Omnipotence: when someone feels so aggrandize and entitled that they believe the rules of decent behavior don’t apply to them ○ Counteract: owning your flaws, looking in the mirror and accepting that you don’t

know it all. ● Cultural numbness: when others play along and gradually begin to accept and embody deviant norms ○ Offensive language becomes the norm or you start to behave in ways you would never have expected to ● Justified neglect: when people don’t speak up about ethical breaches ○ Slippery slope when it comes to ethics ○ Creating formal and social contracts the obligate both you and your colleagues to do right ● The more prepared you are, the better. The Five Gifts of Aristotle 1. Nicomachean Ethics: “living well/ happiness” as the primary goal in human life; ethics considers how man should best live 2. Politics: the best ways that man might live in society and describes how royalty, aristocracy, and constitutional government corrupt to become tyranny 3. Metaphysics: “after the physics” examining the nature of things that can be sadi to be 4. Poetics: drama was central to life in ancient Greece 5. On the Soul: (De Anima) Aristotle attempts to understand the soul, hoping to define its essential nature and properties as he defines as one the most difficult things in the world Toward A Radically Just Workplace ● African Americans are less likely to be hired/ developed/ promoted in the workplace than their peers despite progress that has been made ● Huge gap remains between what organizations are saying and doing to promote inclusion ● Four ste...