High-Performing Teams (Part 1)
Forming, Storming, Norming, Performing, Adjourning
Confirmation Bias
People seek information that supports their opinions and ignore data that doesn’t support it
Performance Gap
Indicates that change is needed due to a difference between expected and actual performance
Employee Engagement
The strength of the mental and emotional connection employees feel toward the organization they work for, their team, and their work; "passion for the work"
Teaming
Teamwork on the fly; coordinating and collaborating with people across boundaries of all kinds; needed for work that is complex and for big problems
Escalation of Commitment
Describes the tendency to continue investing in an initial course of action when considerable evidence suggests we should give up and pursue another
Rites & Rituals
activities and ceremonies, planned and unplanned, that celebrate important occasions and accomplishments in the organization’s life
PIP
A performance improvement plan; a tool that allows employees to improve their deficiencies and correct underperformance. It outlines goals to be met by in a specific time frame.
Voice Climate
The shared beliefs about speaking up in workgroups. Includes promotive voice and prohibitive voice.
Availability Heuristic
The tendency to form judgments about the commonness of an event based on the ease of recall
Emotional Intelligence
The ability to manage ourselves and our relationships effectively. It consists of four fundamental capabilities: self-awareness, self-management, social awareness, and social skill
Good-Jobs System
A heavy investment in people (e.g., higher than market pay, clear opportunities for advancement) and an operational model that helps employees be productive and serve customers better (e.g., simplifying operations)
Two types of conflicts and definitions
Functional (Constructive) - over issues not people and supports the goals of the group and improves performance
Dysfunctional (Destructive) - interpersonal conflict, hinders group performance
4 enabling conditions of great teams
Compelling direction, strong structure, supportive context, shared mindset
4 Types of Change
Tactical change, evolutionary change, transformational change, and revolutionary change
4 Types of Motivation
external motivation, introjected motivation, identified motivation, intrinsic motivation
5 Building Blocks of Effective Teams
Collaboration, Trust & Authenticity, Performance Goals & Feedback, Motivation through Mutual Accountability and Interdependence, and Norms
Stages of Rational Decision-Making
Define the problem, generate alternatives, identify the criteria, weigh the criteria, evaluate the alternatives, compute the optimal decision
6 Styles of Leadership (Goleman)
Directive (coercive), visionary (authoritative), participative (democratic), coaching, pacesetting, and affiliative
Net Promoter Score (what it is + 3 types of people)
Measure of customer loyalty. Promoters, Passives, and Detractors