High performance collaboration

Leadership
1. Leadership development
  1. Nature Vs. Nurture
    1. overcome nature through practice, learning, dedication, and motivation
    2. Entity vs. Incremental theory
      1. Entity theory, also known as trait theory, or the great man theory of leadership, argues that leadership is a trait, or set of abilities that one is either born with, or not
      2. by definition don't see leadership as a teachable, learnable skill.
      3. Incremental theory argues that leadership is not a trait, but rather, an acquired skill, and is highly influenced by the environment.
      4. more self-efficacy, a belief in their own ability to learn.
      5. people who held incremental theories were more confident, less anxious, and less depressed than those with entity theories of leadership.
    3. Leadership skills of CEOs are not predictive of which companies succeed.
      1. Head of table effect - anyone siting at head of table perceived as leader
      2. Fewest chair effect - Sitting on side with fewer chair perceived as leader
      3. Randomly selected leader outperform selected leaders
    4. Leadership usually regarded as an inborn trait
    5. Role of nurture is often underplayed
  2. Mindset and growth
    1. The people who were told that the task was an opportunity to develop and cultivate their skills, learned more, looked directly at their mistakes, used feedback, altered their strategies, and enjoyed the task more than those who were told that the task assessed their underlying abilities.
    2. The reason why some people were able to excel, is because they adopted a Growth Mindset, a belief in their own ability to learn and respond in the face of challenge.
    3. Fixed vs Growth Mindset
      1. People who have a fixed mindset believe that intelligence, personality, talents, and skills are largely carved in stone and unchangeable.
      2. people who have a growth mindset don't see intelligence, personality, talent, and skills as fixed or stable.
      3. More resilientand bounce back from difficult situation
      4. More happier
      5. Less Depressed
      6. More persistent in face of adversary
    4. Knowing how to fail
      1. Describe challenges as test and opportunity to learn
      2. Perform, fail and learn without failing apart
      3. Post traumatic growth theory
      4. Exposure to early failure
      5. Integrate new information for betterment
  3. Leadership style
    1. Theory X vs Theory Y
      1. Thory X - Transactional
      2. People are not intrinsically motivated
      3. Need extrinsic motivation
      4. Incentives - reward for good work
      5. Punishments - bad work or lack of word
      6. People need to be monitored
      7. Theory Y - transformational
      8. People want to contribute
      9. Self motivated to perform good work
      10. Inspire people to excel and contribute
      11. Provide autonomy
      12. Everyone contributes to create value
    2. Task vs. People
      1. Task focused
      2. Agency
      3. Getting work done
      4. Meet performance objectives
      5. Being productive
      6. People focused
      7. Care about people
      8. Welfare
      9. Build trusting relationship
      10. Blake and Mouton leadership grid
      11. Authority obœdience manager
      12. High task, low people
      13. Focus on task
      14. People feel unappreciated
      15. Country Club manager
      16. Low task, high people
      17. No work is getting done
      18. Impoverished leader
      19. Low task, low people
      20. doing nothing
      21. Team leaders
      22. High Task, High People
      23. Work done
      24. care for people
      25. Middle of raod managers
      26. Mid task, Mid people
      27. Should attend to task and people
      28. Failing short on both
    3. Situational leadership model
      1. Hershey and Blanchard realized that because organizations and companies face different challenges and situations change, leaders need to be ready to respond, pivot and adjust.t
      2. Consider readiness of team regarding task
      3. Directing
      4. Low readiness
      5. Delegating
      6. High readiness
      7. Supporting and coaching
      8. Medium readiness
  4. Summary
    1. Understand leadership style and recognise in others
    2. Know strengths and weaknesses
    3. Match style with goals, teams and context
    4. Develop suitable leadership style
    5. Identify the support system
2. Motivation, emotion and cognition
  1. Intrinsic and Extrinsic motivation
    1. Satisfaction with work accounts for much of our satisfaction with life and affects our health and stress.
    2. Double standard
      1. People beleive that they are inteinsicly motivated
      2. Others are extrinsicly motivated
      3. Result in falsly using extinsic motivation
    3. Intrinsic Motivation - Desire driven by internal rewards
      1. Sense of satisfaction
      2. Accomplishments
      3. Making world a better place
    4. Extrinsic motivation - Desire driven by promise of external rewards
      1. Money
      2. Resources
      3. Power
      4. Material gain
    5. Affirm intrinsic motivation in self and others
      1. Results in greater insights and performance
      2. Intrinsic motivation is sustainable
  2. The how of happiness
    1. Philanthropy > pleasure
    2. Happiness is achieved by cultivating activities
    3. Split of happiness
      1. 50% genetically determined
      2. 10% life circumstances (material wealth, marriage, employment status, income, possions
      3. Hedonic treadmill
      4. Short lived
      5. 40% intentional activity
      6. Behaviors and practices voluntarily pursues
      7. Helping others
      8. Adopting positive attitude
      9. Exercise
      10. Striving for goals
    4. Happy people
      1. Less likely to get sick
      2. less likely to suffer from diabetese
      3. Better organisational citizen
      4. Better social relationship
    5. Unhappy people
      1. Absent from work more often
      2. CHange jobs more often
      3. Negatively affect customers and clients
    6. leaders with positive moods were particularly contagious and effected the positivity of others and their groups
    7. Treat happiness like your routine exercise
      1. Commit to it
      2. Work on it
  3. Decision making
    1. Bias
      1. Egocentric Bias
      2. The unwarranted belief in one's own decision prowess.
      3. Overconfidence
      4. Risk
      5. Risk averse when good things
      6. Risk seeking when negative things
      7. Framing effect
      8. Frame question to reflect negative thing
      9. Manipulate people based on risk
      10. Confirmation bias
      11. the tendency for people to seek information that confirms what they want to believe
      12. Example financial crisis at lehman brothers
      13. Team scaling falacy
      14. As team size increases, people increasingly underestimate the number of labor hours required to complete the project.
      15. The common information effect is the tendency for groups to discuss information that they all have in common, rather than unique information.
      16. teams had a bias toward discussing information, clues, and assumptions they had in common.
      17. Remedy
      18. suspend initial judgment, consider the alternatives one at a time, and find out who has information that is not shared by all group members
      19. Decision fatigue
      20. the very act of making decisions produces fatigue
      21. leaders are often unaware that they are mentally fatigued and they become organizationally dangerous.
      22. Techniques to overcome biases
      23. This means they get out their calendars at the beginning of the week, and figure out what meetings, what decisions, what judgement calls, need to be made, and they get ready for those moments.
    2. Summary
      1. Build test of disconfirmation
      2. What could prove you wrong?
      3. Reward team members for providing controversial ideas
      4. Establish policies in advance of obtaining outcomes
      5. Bring in outsiders
      6. Dont tell them prefered course of action
      7. Turn off mail box before making big decisions
  4. Subtopic 4
3. People Skills
  1. Emotional intelligence
    1. Leaders are judged, not just by how smart they are, but how they handle themselves and others
    2. 4 skills
      1. Self awareness
      2. understanding ourselves and seeing ourselves as others see us. People who are high in self-awareness recognize the emotions they experience,
      3. Empathy
      4. Other awareness
      5. Self management
      6. ow to appropriately regulate our emotions, particularly negative ones.
      7. Handle adult tantrum
      8. Amygdala hijack
      9. Key survival skill in information age
      10. successful leaders have self implemented their own way to deal with frustration, anger, etc., before it becomes an ill-fated, career defining move.
      11. Relationship management
    3. Summary
      1. Starts with self awareness
      2. Self awareness lead to empathy
      3. Improve ability to self regulate with rehearsal and practice
  2. Organisational intelligence
    1. Jim McNerney, CEO of Boeing, states that the biggest jump into the CEO job is learning to manage what you can't control having been trained to manage what you can control.
    2. Human capital
      1. sum total of your skills, talents, and abilities, based upon your education and experience.
    3. Organisational capital
      1. the value you bring to your organization in terms of the relationships you build and maintain in and outside of the organization
    4. Information flow
      1. informal systems of connections and relationships developed over time, guide the flow of information.
    5. Boundary spanners
      1. people who span organizational divides and integrate knowledge and best practices around the organization are known as boundary-spanners
      2. the gaps in organizations are structural holes, and unless people are filling them, knowledge is literally falling through the cracks, and we have silos in the organization
      3. the structural holes that exist between people, functional units, and teams represent opportunities for leaders.
      4. with larger networks of otherwise disconnected contacts get promoted earlier than comparable managers with smaller networks of interconnected contacts
    6. Summary
      1. Anayse organisation network
      2. Who are your trusted advisor?
      3. Who are your boundry spanners
      4. Where are the structural holes in organisation
      5. How can you act as bridge between people and groups that should be connected
  3. Cultural intelligence
    1. Culture is the personality of a group
    2. a persons capability to adapt effectively to new cultural contexts.
    3. A stereotype is a faulty belief that everyone from a given group or given culture is the same
    4. a prototype acknowledges that there may be a norm in a given culture, but there is variation and dispersion around that norm
    5. When we meet someone from a different culture, we see their appearance and behaviors. We don't see their values, beliefs, and norms
      1. We infer values, beliefs and norms from behaviours
    6. you are not ready for global assignment until you understand the other person's worldview.
    7. Culture types
      1. Face
      2. primarily East Asia
      3. derive their self worth from earning the respect of others
      4. people should be humble to maintain good relationships, and, it is important to never criticize others, particularly superiors in public.
      5. confrontation style, face cultures are indirect and will usually refer to superiors.
      6. regard to power and status, people in face cultures are often embedded in stable, hierarchical relationships.
      7. Honor
      8. primarily in the Middle East, South Asia, North Africa, and Latin America
      9. Self-worth in honor cultures is socially claimed
      10. confrontation style of honor cultures is to express emotion, and if necessary, take matters into your own hands.
      11. people need to defend their family, and, it is important not to let others insult your reputation
      12. Dignity
      13. primarily Europe North America, Australia, and New Zealand,
      14. own self worth is self determined
      15. very comfortable engaging in direct, rational, fact-based conversation
      16. Status and titles are not nearly as important for people in dignity cultures, as information and talent.
    8. realize that your own cultural beliefs may not be embraced by others
    9. Decide how much you are willing to change when communicating globally
4. Life story exercise
  1. Page 1
  2. Page 2
5. Exploratory Activities
  1. Suggested Readings
    1. 1. Mindset Survey
      1. To access the Mindset Survey and to learn more about your mindset, visit the website associated with the book Mindset by Carol Dweck, available here: http://mindsetonline.com/testyourmindset/step1.php
    2. 2. Post Traumatic Growth Inventory Survey
      1. Access the survey (via email) from the Posttraumatic Growth Research Group at the University of North Carolina – Charlotte, available here: https://ptgi.uncc.edu/ptgi-related-inventories/
      2. To learn more about Post-Traumatic Growth Inventory, read this post by Ron Breazeale, Ph.D. from Psychology Today, available here: https://www.psychologytoday.com/blog/in-the-face-adversity/201111/post-traumatic-growth-inventory
    3. 3. Hersey and Blanchard Situational Leadership Scale
      1. To learn more about this scale, please refer to chapter 8 in Hersey, P. & Blanchard, K.H. (1988). Management of organizational behavior, (5 ed.) Eglewood Cliffs, NJ: Prentice Hall.
    4. 4. Randy Pausch’s Last Lecture: Achieving Your Childhood Dreams
      1. Posted by Carnegie Mellon, Randy Pausch's last lecture about achieving your dreams is available here: https://www.youtube.com/watch?v=ji5_MqicxSo
    5. 5. General Happiness Scales
      1. Learn more about Dr. Fordyce and his General Happiness Scales by visiting his Happiness Research Website, available here: https://web.archive.org/web/20070113073753/http://www.gethappy.net/
    6. 6. Intrinsic vs Extrinsic Motivation Scale
      1. Access “On the Assessment of Situational Intrinsic and Extrinsic Motivation: The Situational Motivation Scale (SIMS)” by Guay, Vallerand, and Blanchard (this is free for Northwestern University students), available here: http://link.springer.com/article/10.1023%2FA%3A1005614228250
    7. 7. Johari Window
      1. To learn more about the Johari Window and to explore and better understand your relationship with yourself and others, refer to Luft, Joseph (1969). Of Human Interaction. Palo Alto, California.
    8. 8. Peter Salovey
      1. Visit the Emotional Intelligence Consortium website to access Peter Salovey’s emotional intelligence measures, available here: http://www.eiconsortium.org/measures/measures.html
    9. 9. Emotional Intelligence
      1. To learn more about your emotional intelligence, try these online assessments from the Hay Group, available here: http://www.haygroup.com/leadershipandtalentondemand/your-challenges/emotional-intelligence/online-assessments.aspx
    10. 10. Cultural Intelligence
      1. To learn more about cultural intelligence, read the Harvard Business Review article, “Cultural Intelligence,” by P. Christopher Earley and Elaine Mosakowski, available here: https://hbr.org/2004/10/cultural-intelligence
      2. To take a short cultural intelligence profile, visit Erin Meyer’s assessment, “What’s Your Cultural Profile?” in Harvard Business Review, available here: https://hbr.org/web/assessment/2014/08/whats-your-cultural-profile
  2. Additional Resources
    1. 1. Blake and Mouton Leadership Grid
      1. To learn more about the leadership grid, read “Balancing Task and People-Oriented Leadership” from Mind Tools, available here: http://www.mindtools.com/pages/article/newLDR_73.htm
  3. Activities
    1. 1. Entity vs. Incremental Theory
      1. To learn more about Incremental and Entity theory, please refer to page 54-57 (in Thompson, Leigh. 2018. Making the Team 6th Edition). Upper Saddle River, NJ: Pearson.
    2. 2. Theory X vs. Theory Y Leadership Style
      1. To learn more about this theory, please refer to page 80 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
    3. 3. Blake and Mouton Leadership Grid
      1. To learn more about this theory, please refer to page 59 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
    4. 4. Task vs. Person Leadership
      1. To learn more about this theory, please refer to page 59 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
    5. 5. Intrinsic vs. Extrinsic Motivation
      1. To learn more about the different types of motivation, please refer to page 66 (Intrinsic Interest) in Thompson, Leigh. 2014. Making the Team (5th Edition). Upper Saddle River, NJ: Pearson.
      2. To learn more about intrinsic vs extrinsic motivation, please refer to pages 96-100 in Thompson, Leigh. 2013. Creative Conspiracy: The New Rules of Breakthrough Collaboration. Upper Saddle River, NJ: Pearson.
    6. 6. Overconfidence
      1. Please refer to page 165-166 (Overconfidence) in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
      2. To learn more about overconfidence in judgement, please refer to page 24-25, 316 (Overconfidence) in Thompson, Leigh, 2020. The Mind and Heart of the Negotiator. Upper Saddle River, NJ: Pearson.
    7. 7. General Happiness Scale
      1. To take the scale, refer to page 114-115 in Thompson, Leigh. 2013. Creative Conspiracy: The New Rules of Breakthrough Collaboration. Upper Saddle River, NJ: Pearson.
    8. 8. Personal Cultural Profile
      1. To learn more about your personal cultural profile, refer to page 333-335 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
      2. To learn more about cultural dimensions refer to Brett, J. M. 2001; 2007; 2014. Negotiating Globally: How to Negotiate Deals, Resolve Disputes, and Make Decisions across Cultural Boundaries. San Francisco, CA: Jossey-Bass
    9. 9. Analyze Your Network
      1. To analyze your own network through the 6 degrees of Separation Worksheet, refer to page 293-294 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
      2. To learn more about how to build your network, read Brian Uzzi and Shannon Dunlap’s article, “How to Build Your Network” in Harvard Business Review, available here: https://hbr.org/2005/12/how-to-build-your-network
    10. 10. Organization Intelligence
      1. To learn more about how to lead and interact in a virtual world, refer to the Communication Orientation Model on page 287 in Thompson, Leigh, 2020. The Mind and Heart of the Negotiator. Upper Saddle River, NJ: Pearson. Review each type of technology and determine if you are using the best technology to lead your team.
Negotiation
1. Preparation and Leverage
  1. Develop your BATNA
    1. The winner's curse occurs whenever your first offer is immediately accepted by the counter party.
    2. most of these people often don't have a game plan for negotiation
    3. BATNA is an acronym, and it stands for your best alternative to a negotiated agreement.
    4. BATNA is your backup plan
      1. The course of action you can take if all else fails.
      2. You always have a BATNA. Yours may not be very attractive, but you have a BATNA
      3. BATNA is a course of action that you are going to take, in the event that things don't work out with your negotiation.
    5. Three piece of advice
      1. Don't be passive about developing your BATNA
      2. cultivate your BATNA
      3. BATNAs are dynamic
      4. never reveal your BATNA to the counter-party
      5. If you do, you give up all your leverage
      6. Rather you want a signal that you have options without revealing their exact value.
      7. Third, never lie about your BATNA
    6. If your BATNA is your best course of action outside of the negotiation. Your RP is the lowest amount you can agree to, or highest amount you can pay inside a negotiation.
      1. A reservation price represents the exact monetary equivalent of your BATNA.
    7. Summary
      1. ou always have a BATNA. Even if it means waiting and hoping
      2. you should always try to improve your BATNA
      3. Don't be passive
      4. you should never directly reveal your BATNA to the counter-party, otherwise you lose your leverage
      5. Signal to the other party that you have attractive options
      6. once you determine your BATNA, then you can devise your RP, your reservation price
  2. Target points and Anchoring
    1. people were given a clear reservation price, what some might call a bottom line. Don't dare sell the product for less than this amount.
    2. two kind of negotiators
      1. hope to get at least their bottom line
      2. reach for the stars
    3. Three things to succeed in negotiation
      1. Set target point
      2. BATNA tells when to walk away, not when to sign
      3. 3 things decides target point
      4. Interest
      5. What is really important
      6. Main driver for target
      7. Market condition
      8. Conduct research
      9. Ge market data
      10. Information about other parties BATNA
      11. Think about their possible BATNA
      12. Set ZOPA
      13. ZOPA - Zone of possible agreement
      14. the positive or negative overlap between your reservation price and that of the counter-party
      15. Make an opening offer
      16. should I open first or let the other party open?
      17. the person who make the first offer has a strategic advantage
      18. Anchoring effect
      19. The ideal opening offer should be on or near the other party's reservation point.
      20. If you make a wild ass offer, that's a technical term, this results in the Chilling Effect
      21. By making an offer on or near the other parties reservation point you don't insult them because they're secretly willing to pay that amount
      22. Make sure you immediately counter offer with your opening offer
      23. Do this in a relational fashion, not in a positional fashion.
    4. Summary
      1. do as much research as you can to set a target.
      2. Open first but only if you are prepared
      3. Immediately re-anchor if they open first
      4. Plan your opening offer and carry it out
      5. never ask, is this negotiable? Always negotiate
  3. The art of concessions
    1. The key to remember is that we negotiate in long-term relationships with people who have short-term memories
    2. Four advices
      1. First, it is far better to make a large number of small concessions than a small number of large concessions.
      2. Second, do not make unilateral concessions. Never make two or more concessions in a row
      3. Negotiation needs to be a quid pro quo
      4. If necessary, remind the other party where you started and where you are now.
      5. Three, be precise
      6. People habitually use round numbers as first offers and for their concessions
      7. counterparties respond more aggressively to round numbers than to precise numbers.
      8. Negotiators who make precise offers are viewed as more informed than negotiators who make round offers
      9. Fourth, provide a rationale
2. Win-win negotiations
  1. Win win negotiations
    1. if we never share our interests, we cannot reach win-win outcomes.
    2. Five key skills
      1. Number one, fractionate the negotiation into more than one issue.
      2. First rule of thumb, negotiations cannot have win-win potential unless there are two or more issues.
      3. By definition, negotiations that are only about price are fixed-sum.
      4. By identifying other issues such as payment terms, conditions, volume, quality and so on, it is possible to create win-win negotiations
      5. Number two, prioritize your interests
      6. Second rule of thumb is to prioritize your interests for each issue.
      7. Number three, reveal your interests
      8. Negotiators who revealed information about their interests and priorities improved their own outcomes by an average of 10%.
      9. Number four, ask questions about the other party's priorities.
      10. what is more valuable to you, X or Y? What is your rank ordering of the issues? Would you rather I made a concession on issue Z or issue W? If I gave what you wanted on Z could you give me what I need on Y.
      11. Number five, devise multi-issue proposals that logroll parties' interests
  2. Creating value
    1. Sometimes negotiations break down because parties have fundamentally different views concerning future events that cannot be resolved with existing data, and therefore, need to be put to test
      1. This type of negotiated agreement is known as a contingent contract because the parties involved will gain or lose as a result of an unknown outcome
      2. A contingent contract is essentially a bet between parties who have different beliefs That can only be tested with more time, more data.
    2. Warnings
      1. First and foremost, check your over-confidence
      2. Your data should be better than theirs.
      3. Second, make sure the incentives are aligned
      4. Third, be clear about what data will be used
      5. Decide this up front.
      6. Finally, remember, one party will win the bet and the other party will lose.
      7. Make sure you can pay off the bet if you lose.
    3. Strategies
      1. MIO
      2. multi-issue offers
      3. It is far better to negotiate packages or bundles of issues using a strategy known as MIOs, multi issue offers
      4. negotiators who use MIOs we're always able to reach deals and avoid costly impasse.
      5. MESO
      6. Multiple Equivalent Simultaneous Offers.
      7. You are in an ideal position to prepare two or more multi-issue proposals that are of equal value to yourself.
      8. Present deals to other party
      9. By doing so you appear flexible
      10. Warning do not tell the other party the monetary value of these proposals
      11. If the other party rejects both or all of your options, ask him of her to rank order them
      12. Discern interest
      13. PSS
      14. post-settlement settlements
      15. After negotiators reach a deal both parties brainstorm for a mutually better outcome, with the understanding that the current deal is a commitment unless both parties are willing to change.
      16. Explain to the counter-party that the process is mutual value creation.
      17. neither party has unilateral veto power
      18. Three Considerations
      19. First and foremost, there needs to be enough trust to have this post-deal conversation
      20. Second, you need to consider your opportunity cost
      21. Third, if you are dangerously close to your reservation price, a post-settlement settlement might create a lot more value
    4. Summary
      1. refusing to share any information severely reduces win-win potential
      2. make multi issue proposals
      3. invite counter proposals.
      4. once you reach agreement, search for post settlement settlements
      5. solve differences of belief. By crafting contingent contracts
3. Disputes and conflict escalation
  1. Interests, Rights and Power
    1. Conflict occurs whenever people believe they have opposing interests or beliefs regarding an outcome or a process
    2. A dispute is a specific type of conflict.
      1. a dispute exists whenever a claim has been made by one party and rejected by the other party
    3. use the interests, rights, and power model of disputes to analyze our own and the others' behavior.
    4. Power
      1. A power move refers to any statement or behavior in which a person attempts to force or coerce another person
      2. take it or leave it, that's my last offer, or this is non-negotiable
      3. power is often reciprocated and encourages escalation.
      4. The other party can call your bluff.
    5. Rights
      1. When negotiators justify their offers with an appeal to fair standards, legal precedent, past practice, customer service, and market condition, this is rights
      2. negotiators often reciprocate the right strategy with rights
      3. Results in conflict escalation
    6. Interest
      1. any behavior in which parties attempt to understand the needs and interests of the other party
      2. When negotiators use interests, they resist the urge to teach the other party a lesson or show them who's boss.
      3. When negotiators use interests, they separate the people from the problem.
    7. Summary
      1. First, ask why and why-not questions.
      2. Second, don't focus on a single option.
      3. Attempt to generate multiple options or courses of action.
      4. Finally, most important, reward and reciprocate the use of interest by the other party
  2. Conflict escalation and Irrational people
    1. Displays of anger were not a predictor of divorce.
      1. The key predictor of divorce was anger combined with a personal attack.
      2. Contempt
    2. Five strategies to redirect conversation to interest
      1. First, don't reciprocate.
      2. The best way of extinguishing rights and power is simply not to reciprocate it.
      3. Second, don't get personal.
      4. Third, send a mixed message.
      5. combine power and interest or rights and interests.
      6. Power and interest: show the other party that we cannot be taken advantage of.
      7. Fourth, meet face to face
      8. People tend to use more power and right strategies when they communicate virtually
      9. solve conflicts and disputes face to face.
      10. single-text strategy
      11. make some proposals and then invite the other party to edit
    3. to be trilingual, meaning, I want you to be able to use all three strategies at the right time.
    4. Rights and power are warranted
      1. One, when the other party will not come to the table.
      2. Two, when you have exhausted all of your options.
      3. Third, when the other party is not taking you seriously
    5. When we're in conflict, we get emotional and we're likely to use power or rights
    6. There is a time to use rights and power, and a way to use power
      1. When using power, be clear about what actions are needed.
      2. But, find a way to help parties save face
      3. Remember, the whole idea is to de-escalate conflict.
  3. Reputation and ethics
    1. Five types of ethically questionable behavior
      1. Competitive bargaining refers to, well being a hard ass.
      2. When negotiators use this behavior, they make outrageous demands, or convey an impression that they are in no hurry when actually they are.
      3. Attacking an opponents network, this negotiator may attempt to get their opponent fired or appear foolish in front of their boss.
      4. This negotiator makes verbal agreements that they know dang good and well they cannot honor, misrepresentation.
      5. They misrepresent information in order to serve their own interests
      6. Attempting to undermine someone's credibility or reputation is another example, making false promises.
      7. Inappropriate information gathering.
      8. attempts to gain information about an opponent through illegal or inappropriate means
    2. Perceived acceptability of unethical negotiation tactics
      1. Most people do not regard traditional competitive bargaining to be unethical
      2. People do regard the four other types of behavior, false promises, misrepresentation, inappropriate information gathering, and undermining the opponent to be unethical.
    3. Finally, most people regard themselves to be more ethical than others.
      1. The statistics, most negotiators feel that others behaved less than ethically, about 40% of the time
    4. Double Standard of perceived ehics
      1. we judge others harshly and we look at ourselves generously
      2. It is very important to put our own self-serving perceptions aside, and manage our reputation in negotiation
    5. Four earned reputation of negotiators
      1. Liar-manipulators will do anything to gain advantage.
      2. people act very defensively with manipulators,
      3. Tough-but-honest negotiators are tough but they don't lie
      4. The tough and nice negotiators are more likely to engender win-win strategies from their opponent.
      5. Nice-and-reasonable negotiators make concessions in a quid pro quo fashion
      6. Cream-puffs make a great deal of concessions regardless of what the other party does.
      7. people take advantage
    6. Summary
      1. First, in the age of the Internet and iPhone, managing your reputation is monumentally important.
      2. Second, you have a more favorable view of yourself than anyone, so it is important to seek unbiased feedback
      3. Finally, you need to be proactive when at the negotiation table
      4. Ask questions, ask for evidence, and suggest contingencies when the information you need is not available
4. Exploratory activities
  1. Activities
    1. 1. Preparation for Negotiations
      1. To learn more about preparing and analyzing a negotiation before it commences, access the Preparation Worksheet for Negotiations on page 33 In Thompson, Leigh. 2020. The Mind and Heart of the Negotiator (7th Edition). Upper Saddle River, NJ: Pearson.
    2. 2. BATNA and Reservation Price
      1. To learn more about developing a BATNA and understanding your reservation price, refer to page 15 in Thompson, Leigh. 2020. The Mind and Heart of the Negotiator (7th Edition). Upper Saddle River, NJ: Pearson, and complete steps 1-4 in exhibit 2.1.
    3. 3. Subjective Value Inventory
      1. To take the Subjective Value Inventory, refer to page 135-136 in Thompson, Leigh. 2020. The Mind and Heart of the Negotiator (7th Edition). Upper Saddle River, NJ: Pearson.
    4. 4. Emotional Style Questionnaire
      1. To assess your own strategic use of emotion, take the Emotional Style Questionnaire on page 105 in Thompson, Leigh. 2020. The Mind and Heart of the Negotiator (7th Edition). Upper Saddle River, NJ: Pearson.
    5. 5. Ethically Questionable Negotiation Strategies
      1. Take the Self-Reported Inappropriate Negotiations Strategies Scale (SINS II) available here: https://www.scribd.com/document/276994860/The-SINS-II-Scale-pdf .
      2. To learn more about detecting and dealing with ethically questionable negotiation behavior, refer to pages 166-178 and exhibit 8.1 in Thompson, Leigh. 2020. The Mind and Heart of the Negotiator (7th Edition). Upper Saddle River, NJ: Pearson.
    6. 6. Win-Win Negotiations
      1. To learn more about Win-Win negotiations, explore the most commonly used strategies and errors on pages 67-78 in Thompson, Leigh. 2020. The Mind and Heart of the Negotiator (7th Edition). Upper Saddle River, NJ: Pearson.
    7. 7. Team-on-Team Negotiation
      1. To learn more about how to prepare for a team-on-team negotiation, refer to page 233 in Thompson, Leigh. 2020. The Mind and Heart of the Negotiator (7th Edition). Upper Saddle River, NJ: Pearson.
    8. 8. Interests, Rights, and Power
      1. To learn your power score and explore interests, rights, and power in a negotiation, refer to page 186-188 in Thompson, Leigh. 2013. The Truth about Negotiations (2nd edition). Upper Saddle River, NJ: Pearson.
    9. 9. Conflict Escalation
      1. To learn more about how to deal with virtual negotiations when conflict occurs, review exhibit 12.2 on page 310 in Thompson, Leigh. 2020. The Mind and Heart of the Negotiator (7th Edition). Upper Saddle River, NJ: Pearson. Determine if you are using the correct correspondence when working with escalation of conflict in a negotiation.
    10. 10. Negotiate a Job Offer
      1. To learn more about how to negotiate a job offer, refer to appendix 1, page 295 Thompson, Leigh. 2020. The Mind and Heart of the Negotiator (7th Edition). Upper Saddle River, NJ: Pearson.
  2. Suggested readings
    1. 1. Subjective Value Inventory
      1. To learn more about Subjective Value Inventory and what people value when they negotiate, read Curhan, J. R., Elfenbein, H. A., & Xu, H. (2006). What Do People Value When They Negotiate? Mapping the Domain of Subjective Value in Negotiation.Journal of Personality and Social Psychology, 91, 493-512, available here: http://web.mit.edu/curhan/www/publications.html
Teamwork
1. Building your team
  1. Goal setting
    1. Team working together for long is predictor for success
    2. A team is an interdependent group of people working towards a shared goal
    3. Successful team
      1. Expertise
      2. Engagement
      3. Execution
    4. Team design depends on the goal of the team
    5. 3 type of work
      1. Tactical
      2. more time they spend practicing together, the better they perform.
      3. The key for tactical teamwork is training together.
      4. Problem solving
      5. When the goal is to solve a problem that does not have a well defined solution, this is known as a problem-solving team
      6. Need lot of trust
      7. Benevolence based trust means I trust your intentions.
      8. Competency based trust or respect means I trust your expertise.
      9. Creative
    6. as a team leader, know the goal of your team so you can set the stage for optimal performance
  2. Size and diversity
    1. it's not enough to put your most talented people on the same team and just hope that magic happens.
    2. Most leaders approach team building like a cocktail party
    3. 2 big issues
      1. First, the average team size is too big.
      2. Second, teams tend to be too homogenous
    4. 2 big bias
      1. The overstaffing bias refers to the fact that teams are too large.
      2. People wanna be politically correct and inclusive, so we've put everyone on a team and teams are no longer special
      3. To void bias and issues- 4 techniques
      4. Jeff Bezos' two pizza rule
      5. AT&T seven plus-or-minus two rule
      6. Harvard single digit rule
      7. Bare minimum rule
      8. hoose the fewest number of people necessary to accomplish the task.
      9. Homogenity bias the fact that people unconsciously build teams that are, well, too much alike
      10. Most people choose members based on personality, not expertise
      11. ideal type of diversity is deep level diversity
      12. Based on expertise, training, thinking styles,
      13. A fault line is a dividing line that separates teams into distinct subgroups based on one or more attributes such as race, gender, functional area, etc.
      14. Faultlines in teams create an unhealthy us versus them culture.
      15. Treating fault lines
      16. First and foremost, diagnose them early
      17. Second, create energy and excitement around the task
      18. Third, when conflict emerges, build trust.
    5. Build dream teams
      1. Assemble fewest number of people possible
      2. Create people vs skill/competency grid and analyse it
      3. Avoid overlap
      4. Avoid homogenity
      5. Check for fault lines
      6. Diverse team has potential for more conflict
  3. Roles and rules
    1. a lack of engagement or free riding is the number one issue that keeps leaders up at night.
      1. The team charter is my favorite tool to combat free riders
      2. Charter need to be authored by team
    2. Team charter
      1. Goals
      2. asked them to write a one sentence description of the team goal.
      3. Teams would be a lot better served if they revisited their overarching goal at the beginning of each meeting.
      4. Responsibilities
      5. people are members of teams, but they don't know why they're there, and they don't know who's calling the shots
      6. Leader and team responsibility
      7. In a manager-led team, the team is responsible for executing the task, and the leader is responsible for selecting the team members and monitoring and managing performance processes.
      8. In a self-managing team, the team not only executes the task, but they, not the leader, are in charge of monitoring and managing their own performance.
      9. Self-directing, also known as self-designing teams, do all the things that self-managing teams do. But in addition, they select, recruit, and staff the team. They have border control.
      10. Self-governing teams do all the things that self-directing teams do, but in addition, they have some influence over the larger organization.
      11. Self-governing teams do all the things that self-directing teams do, but in addition, they have some influence over the larger organization.
      12. If you are not transparent about your relationship with the team, the risk you take is that people will feel over-managed or under-led.
      13. Norms
      14. Teams that declare we have no rules ultimately become paralyzed by dysfunctional norms.
      15. many teams never discuss rules of engagement.
      16. the least conscientious people will set bad norms
      17. Well designed teams with poor leaders outperform poorly designed teams with good leaders
    3. it is never too late to develop a team charter.
    4. Treat the charter like a live plant, revisit it, adjust
      1. Whats working
      2. Whats not working
      3. What should be added
    5. DIscuss with team, what kind of relationship you have in your team
2. Team decision making
  1. Evidence-based management
    1. Churchill realized that, as a leader, he was larger than life, and that his team would want to agree with him
      1. Churchill further instructed his team to depress him with the bleakest, most depressing facts and figures
    2. Teams should make decisions like scientists
      1. Namely they should develop hypothesis, devise critical tests, and be data-driven rather than outcome driven
    3. Inquiry vs Advocay
      1. Inquiry means scientific hypothesis testing
      2. Throw away theory
      3. Put pride aside
      4. Advocacy means making an argument and attempting to support it
      5. Throw away data
      6. In the face of adverse evidence, should you throw away data or your theory?
    4. Effective decision making Principles
      1. Use debate norms vs polite norms
      2. The Politeness Ritual refers to the fact that people often say nice things rather than what they really think.
      3. leave status at the and titles at the door
      4. Japanese decision making process
      5. Lower status and title speaks first and then it goes upwards
      6. Three, conduct private votes on sensitive important issues.
      7. People conform when voting publicly, but they speak their mind when voting privately.
      8. Four, invite different perspectives
      9. Devil's advocate
      10. It is far better to have a person who genuinely disagrees with the group speak up than a person who pretends to disagree with the group
      11. Five, hold multiple short meetings versus one long meeting.
      12. Short, frequent meetings allow group members to assimilate information and challenge each others views
      13. show case failures.
      14. The company knows that failures give everyone lots of valuable information.
      15. The problem with most learning organizations is that everybody wants to learn by observation, not by first hand experience.
  2. Optimizing conflict
    1. When people use titles to address others, they're unconsciously deferring to the other person
    2. debate, conflict, and confrontation are necessary to make optimal decisions, particularly in life or death situations.
    3. Most people have been raised to believe that conflict and disagreement are bad and strain relationships.
    4. Two types of conflict
      1. Task conflict
      2. disagreements about the work to be done
      3. Not attack on people
      4. Help group perform better
      5. Relationship conflict
      6. personality-based conflict
      7. negatively affects group performance
    5. How to resolve relationship conflict
      1. Step one, team re-design.
      2. examine the structure of the team
      3. Step two, team coaching
      4. Sometimes conflict emerges from the norms and meeting style of the team
      5. Step three, conflict skills.
      6. team members have different experiences with regard to conflict and expressing disagreement.
      7. Step four, personal coaching
      8. Wagemen and Donnenfeld's four-pronged approach
    6. Summary
      1. conflict is a sign of a high performance team.
      2. effective conflict management is a teachable skill
      3. as a leader you need to role model the kind of debate you want to have
  3. Virtual teams
    1. Types of team
      1. Traditional
      2. Traditional teams are physically close and spend much time together.
      3. Hybrid
      4. They are sometimes co-located, but they often are spread out across the globe
      5. Virtual
      6. Purely virtual teams are never in the same place at the same time.
      7. Rely heavily on technology to communicate
    2. Tuckman group development stages
      1. Forming
      2. it is important to be clear about the team boundaries
      3. In terms of selection, talent trumps location
      4. Most talented > Most convinient
      5. Storming
      6. Conflict
      7. People on virtual teams often fall prey to the negativity effect.
      8. Lack of feedback and visual indication
      9. leads to more impulsive, aggressive behavior in virtual groups as compared to face to face interaction
      10. Positive as neutral and neutral as negative inference
      11. Harsher feedback
      12. Mechanism to resolve conflicts
      13. Humanize members
      14. Humanize yourself
      15. Socialize before getting down to business
      16. Avoid email if you can pick up phone and talsk
      17. Norming
      18. Establishing norms and rules of engagement is vital for virtual teams.
      19. Avoid technology in face to face meeting
      20. Create a team charter, be clear about the mission
      21. Appoint a team coach for meeting and relationship management.
      22. Appoint a technology coach to troubleshoot problems.
      23. Performing
      24. If you have established effective norms, you are ready to perform virtually
      25. Check on weekly basis
      26. Shorter, more frequent meetings
      27. Adjourning
      28. When the project ends, have a debrief session.
      29. What worked well
      30. What did not work so well
      31. What should be different next time
3. Team creativity
  1. Creativity and innovation
    1. Most leaders and executives are not professional recording artists, but they can learn about creative from recording artists.
    2. Creativity
      1. Creativity is the production of novel and useful ideas
      2. Ideation
    3. Innovation
      1. Innovation is the production of actual ideas in the form of products and services also known as implementation
    4. In business, success is 5% strategy, 95% execution.
      1. And one of the things that we will learn is that there are a lot of ugly ducklings that eventually become beautiful swans
    5. Measuring Creativity
      1. Guilford's 3-factor model
      2. Fluency refers to the volume of ideas
      3. No. of ideas generated per person
      4. Flexibility, refers to how many different kinds of ideas a group has.
      5. Groups that are high in flexibility are also high in fluency and originality.
      6. Key factor
      7. Originality means novelty.
      8. Technically, a given idea is deemed to be original if less than 5% of the population, or cohort, generates that idea.
      9. Ideas that are statistically rare can be more valuable
      10. Finke's quadrant model.
      11. creative output can be evaluated in terms of two dimensions, creative versus traditional; realistic vs idealistic
      12. Creative realism
      13. High creativity, High realism
      14. Novel ideas that can work
      15. Creative idealism
      16. High creativity, low realism
      17. Novel ideas in impractical context
      18. Conservative realism
      19. Low creativity, high realism
      20. Old, tried and true ideas
      21. Conservative idealism
      22. Low creativity, low realism
      23. Old ideas put in to impractical context
    6. Need Creative realism ideas
      1. Issues
      2. most people will self-censor, meaning they won't say anything because they're editing and judging
      3. A far better idea is to encourage your team to generate ideas in all four quadrants.
    7. Summary
      1. Creativity starts upstream of innovation
      2. teams that generate a lot of ideas are more likely to have an idea that is original or high in creative realism
      3. encourage people to suggest ideas that are traditional, conservative, and politically incorrect
      4. allow the team to generate a high volume of ideas and set aside judgment
  2. Who's more creative, Groups or individuals?
    1. there's over 50 years of research bearing on this question, and without exception the evidence is that individuals are more creative than teams.
      1. The nominal groups generated about two and a half times more ideas than the real groups, and a significantly greater percentage of their ideas were judged to be of high quality.
    2. four factors that lead groups to be less creative than individuals.
      1. Number one, social loafing or free-riding
      2. his is the tendency for a minority of people to do a majority of the team's work while some people don't contribute to the group
      3. Bigger issue in larger team
      4. Two, conformity
      5. This often occurs without conscious awareness when people bring their behavior in line with what they feel will win them acceptance in a group.
      6. Over time, members grow more similar to one another, homogeneity effect
      7. Three, production blocking.
      8. This refers to anything that interferes with a person's ability to fully focus on the work
      9. Four, performance matching
      10. This refers to the fact that people in groups quickly converge on a group average
      11. the lowest performing members are particularly influential
      12. We call this downward norm-setting
    3. That advice is, work alone. Not on a committee. Not on a team
    4. As leaders, I want you to take charge of your creative team by introducing hybrid strategies and techniques
  3. Best practices for creativity
    1. Three factors spell trouble in creativity during brainstorming
      1. Large group size
      2. dominant personalities
      3. evaluation apprehension
    2. Brainwriting
      1. If brainstorming is the simultaneous verbal generation of ideas in a group, then brainwriting is the simultaneous written generation of ideas in a group
      2. Ten minute to write down as many ideas as possible (one per card)
      3. two rules, no confessions, no guessing
      4. No confessions means that no one should sign their name on a card.
      5. No guessing means that once the cards are taped on a wall or displayed, no one can guess who said what
      6. Voting
      7. Five dots to each person
      8. Timeline
      9. 10 min to write
      10. 10 min to post
      11. 10 min to vote
      12. Benefits
      13. completely neutralizes the alpha dominate people
      14. vocal domination is unrelated to expertise
    3. Five more ideas
      1. First, go for quantity, not quality
      2. the way to get to quality, is to generate a lot of ideas, and then have some principle of selection
      3. Two, break it up.
      4. Groups who take a brief break are more productive in terms of quantity and quality than groups who work for a solid amount of time
      5. Three, change it up.
      6. groups who underwent membership change, generated more ideas, and many more kinds of ideas, higher flexibility, than groups who stayed intact
      7. ou invite an outsider in for your next brainstorming session, you can reap benefits
      8. Four, standup
      9. People generate more creative responses when standing, and in particular, walking, than when sitting
      10. Five, Fess up
      11. we've found that teams that share embarrassing stories generate nearly 30% more ideas than teams who share a prideful story, or no story at all
    4. Summary
      1. First, almost any intervention can improve creativity.
      2. Second, the simplest strategy is to stand up and bifurcate the creative session into two distinct halves
      3. challenge teams to double their creative output in the second half.
      4. Finally, changing group composition by inviting outsiders can increase creativity.
4. Exploratory activity
  1. Activities
    1. 1. Benevolence vs Competency Based Trust
      1. To take a questionnaire on trust in your teams, refer to page 147-148 in Thompson, Leigh. 2013. Creative Conspiracy: The New Rules of Breakthrough Collaboration. Upper Saddle River, NJ: Pearson.
      2. To learn more about trust vs. respect, refer to page 96 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
    2. 2. Faultlines
      1. To learn more about faultlines, refer to page 257 in Thompson, Leigh. 2018. Making the Team (5th Edition). Upper Saddle River, NJ: Pearson.
    3. 3. Decision Making
      1. To take the Decision making quiz and learn more about measuring your over-confidence, refer to pages 166-166 (Overconfidence) in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
      2. To learn more about howto be rational in the decision making process, access the MAUT theory and develop your own spreadsheet to help you make your decision. Refer to pages 304-305 in Thompson, Leigh, (2020). The Mind and Heart of the Negotiator. Upper Saddle River, NJ: Pearson.
    4. 4. Relationship vs Task Conflict
      1. To learn more about relationship vs. task conflict, please refer to pages 197 (types of conflict) and 200 (types of conflict and work team effectiveness) in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
    5. 5. Conflict Intervention
      1. To learn more about conflict intervention, refer to page 214 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
    6. 6. Virtual Teams
      1. To learn more about virtual teams, refer to Chapter 12, Virtual Teamwork. To review the virtual meeting checklist refer to page 319 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
      2. To learn more about how to lead a virtual team refer to exhibit 12-5 (Intergenerational Negotiation Norms and Beliefs) on page 290, in Thompson, Leigh, (2020). The Mind and Heart of the Negotiator. Upper Saddle River, NJ: Pearson. Review the values, communication preferences, trust capacity, and negotiation beliefs among the different members on your team and determine the best way to virtually communicate and lead them
    7. 7. Creativity
      1. To take the Creative Collaboration Assessment , please refer to pages 24-31 in Thompson, Leigh. 2013. Creative Conspiracy: The New Rules of Breakthrough Collaboration. Upper Saddle River, NJ: Pearson
      2. Take the Creativity quiz on page 183-186 (exhibit 9-1). The answers are on page 203-206 (exhibit 9-5) in Thompson, Leigh,(2020). The Mind and Heart of the Negotiator. Upper Saddle River, NJ: Pearson.
    8. 8. Brainstorming
      1. To learn more about brainstorming, refer to page 228 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
      2. To learn more about the development of brainstorming and how to use it in your team, refer to pages 152-160 in Thompson, Leigh. 2013. Creative Conspiracy: The New Rules of Breakthrough Collaboration. Upper Saddle River, NJ: Pearson.
    9. 9. Brainwriting
      1. To learn more about brainwriting, refer to page 230 in Thompson, Leigh. 2018. Making the Team (6th Edition). Upper Saddle River, NJ: Pearson.
      2. Watch Leigh Thompson’s video short on brainwriting, available here: https://www.kellogg.northwestern.edu/news_articles/2014/06262014-video-thompson-brainwriting.aspx
  2. Suggested Readings
    1. 1. Collaborative Team Questionnaire
      1. To take the collaborative team questionnaire, refer to page 29 in Lafasto, F.M.J., & Larson, C.E. (2001). When teams work best: 6,000 team member and leaders tell what it takes to succeed. Newbury Park, CA: Sage.
    2. 2. Group Development
      1. Read more about Tuckman's Model of Group Development from George Williams College’s InfEd website, available here: http://infed.org/mobi/bruce-w-tuckman-forming-storming-norming-and-performing-in-groups/
Suggested Text book
1. Making the Team: A Guide for Managers
  1. Thompson, L. (2018). Making the team: A guide for managers (6th ed). Upper Saddle River, NJ: Prentice Hall.
  2. http://www.mypearsonstore.com/bookstore/making-the-team-a-guide-for-managers-0134484207
2. The Mind and Heart of the Negotiator
  1. Thompson, L. (2020). The mind and heart of the negotiator (7th ed). Upper Saddle River, NJ: Pearson.
  2. https://www.amazon.com/Mind-Heart-Negotiator-Leigh-Thompson-ebook-dp-B07R5CFG7Q/dp/B07R5CFG7Q/ref=mt_kindle?_encoding=UTF8&me=&qid=1559063961
3. The Truth about Negotiations
  1. Thompson, L. (2013). The truth about negotiations (2 ed). Upper Saddle River, N.J.: Pearson Education/FT Press.
  2. http://www.mypearsonstore.com/bookstore/truth-about-negotiations-9780133353440
4. Creative Conspiracy: The New Rules of Breakthrough Collaboration
  1. Thompson, L. (2013). Creative conspiracy: The new rules of breakthrough collaboration. Boston, Mass.: Harvard Business Review Press.