WEEK 1:
Two Mindsets:
Fixed Mindset – deterministic view
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Avoid challenges
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Give up on obstacles
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See effort as fruitless or worse
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Ignore criticism
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Feel threatened by the success of others
Growth Mindset – greater sense of free will
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Embrace challenges
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Persevere during setbacks (Grit)
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Effort leads to mastery
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Learn from criticism
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Inspired by success of others
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eg. Failing a midterm learning from mistakes, moving forward
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@smith: study, work, extracurricular, friends/support network,
balance family
Self: individual, unique
Team: individuals acting as single entity; Gestalt: Greater than sum of
individual qualities
Work: Ability to complete tasks
Awareness: Understand/perceive situation or fact, appropriately
respond (internal/external)
WEEK 2: BUILDING EFFECTIVE TEAMS
“Becoming a Team Player” Luecke, R
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Team member is committed, collaborative, competent – look
@ following w/ growth mindset
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Understand others views
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Don’t dismiss others ideas without rational
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Open to different ways of working
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Share what you have
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Seek alternatives
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Develop working relations
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Join teams whose goals you value
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Be reliable and results-oriented
“Goals, Visions and Values” Herrenkohl, R.C.
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goal gives direction & meaning to member’s efforts
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individual goal vs team goals
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Vision provide meaning to goal and its achievement
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Core ideology drives or motivates a team
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Core purpose - deeper reasons for team’s existence
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Operating principles: values and principles that will govern the
team’s actions
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Envisioned future: what a team expects to experience when
its vision is achieved
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Challenge is to have goal and vision and to choose path
towards achievement that utilizes skills of all members and
provides satisfaction in the process
Team Effectiveness – all three criteria must be present
Productivity: achieve goals, meet standards
Viability: work together, willing to work together again
Individual Learning: experience provides growth and devel.
Work and Team Design
Project boundary setting
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Clear objectives, milestones, set time and cost expectations,
sign off to establish accountability
Team Composition (Roles and Responsibilities)
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Blend/ synergy of tech/functional expertise, taskmanagement skills, interpersonal skills
Formal roles
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Project roles: tasks and responsibilities 4 project
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Team coordination/meeting roles: timekeeper,
leading/meeting coordinator, facilitator (progress meeting),
recorder
Informal roles – behavioural patterns
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Task roles: contractor (ensure on task – deadlines, role
allocations), creator (change, reframe structure), contributor
(share knowledge), completer (execute individual tasks), critic
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Relational Roles: cooperator, communicator,
calibrator(observe social processesàmeet social norms)
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Boundary Spanning Roles: consul(represent team to outside
parties- collect info), coordinator(work with other parties)
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Self-oriented roles: blocker(contradict team direction),
recognition seeker, dominator, avoider
Norms and Vision Setting
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Norms: the interpersonal rules that members are expected to
follow
o
Descriptive: what is, Injunctive: w should be
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Express central values, coordinate activities, define
appropriate behavior, distinct identity, can be
difficult to articulate
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Forming: getting together as a group
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Storming: some conflict, develop norms/set rules
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Norming: showing up late – same habits/adjusting
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Performing: start working, stabilize, converge/evaluate
Managing work: initiating, planning, executing, monitoring/controlling,
closing
Managing Teams: maintain accountability, trust-building,
communicating, decision making, fostering synergies
WEEK 3: TEAM CULTURE, NORMS, ACCOUNTABILTY HAPPINESS,
MINDSET AND SELF AWARENESS
“Building Emotional Intelligence of Groups” Drusket & Wolff
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emotionally intelligent norms – the attitudes & behaviors
become habits – building trust, group identity eg
interpersonal understanding, perspective taking
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team effectiveness: Group emotional intelligence à trust,
identity, efficacy à participation, cooperation, collaboration
à better decisions, creative solutions, higher productivity
Trustworthiness = abilty (skills & knowledge) + benevolence(concern for
well-being of others) + integrity (follow through with actions)
Leaders build trust: IQ + EQ + LQ (love quotient, care 4 others)
Emotional Intelligence
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selfawareness before team awareness
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team can be effective in emotional situations
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need individual EI- awareness and regulation
“Discovering the Happiness Advantage” Achor, S.
Positive Psychology: What makes people thrive and excel?
Traditional Psychology: What makes people unhappy and how can that
be fixed
Past view: success leads to happiness, now: positive outlook fuels
performance
Shawn Achor’s 7 principles
Happiness Advantage –capitalize on positivity to improve our
productivity and performance
Fulcrum & lever –adjust our mindset (fulcrum) to gives us the power (the
lever) to be more fulfilled and successful
Tetris effect –retrain our brains to spot patterns of possibility, so we can
see-and seize-opportunity – not stuck in negativity
Falling up - finding the mental path that leads out of failure/suffering &
be happier and more successful
Zorro circle –focusing first on small, manageable goals, and then
gradually expanding our circle
The 20-Second Rule - making small energy adjustments, reroute the path
of least resistance and replace bad habits
Social investment –invest social support network of friends, peers, and
family members to propel forward
“Performance and Productivity: Team Performance Criteria and Threats
to Productivity” Thompson L.L.
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Group potency: the belief that the group has in themselves
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Motivation gains: circumstances that increase the effort
expended by group members in a collective task
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Social loafing: motivation losses – people do not tend to work
as hard in groups rather than when they are alone
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Three main causes of Free Riding
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Diffusion of responsibility
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Reduced sense of self-efficacy – believe we have
little impact
o
Sucker aversion – see what others do first lower the
risk of being taken adv of
WEEK 4: PERSONAL EFFECTIVENESS
Personal Scope: relation to purpose (vision, values and goals)
Self-work: getting things done, commitments, scheduling timing
Benefits: higher productivity, respond to challenges well, improve
mental well-being, trusted with commitments, improve communication,
accountability
“The Art of Stress Free Productivity “ video by David Allen
mind like water – the ability to bounce back
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1. get all the other things out of your mind – focus one one thing
2. write down your exact goals to know exactly what you want to
get done
3. map all the different aspects of your life
WEEK 5: COMMUNICATING IN TEAMS AND DIFF CONVERSATIONS
“Improving group climate Beebe, S.A. & Masterson, J.T
Communicating
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how group members communicate, with whom and how
often affect group climate
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Evaulation: (“you” language) versus Description: language (“I”
– leads to more trust and cohesiveness)
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Behaviours that foster defensive climates: evaluation,
control, strategy, neutrality, superiority, certainty
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Behaviours that foster supportive climates: description,
problem orientation, spontaneity, empathy, equality,
Provisionalism – flexible/open
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Confirming Responses (those that cause people to value
themselves more)
o
Acknowledging, supportive, agreement, clarifying,
positive
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Disconfirming Responses (those that cause people to value
themselves less)
o
Impervious response, interrupting, irrelevant,
tangential, impersonal, incoherent
“Difficult Conversations: How to Discuss What Matters Most Stone, D.,
Patton, B. and Heen, S.
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3 parts: What happened Conversation (analyze what was said,
facts etc.), Emotions Conversation (at the core of each difficult
conversation), Identity Conversation (what the situation says
about our self-identity)
“Sorting Out the Three Conversations” Stone, D., Patton, B. and Heen, S.
Steps of a difficult Conversation
1. prepare by walking through the 3 conversations (what
happened? Multiple stories, impact/intent, contribution –
feelings, identify issues in the identity conversation (what
does this say about me and them?)
2. check your purposes and decide whether to raise it
3. start from the third story (identity conversation) – don’t start
the conversation from inside your story
4. explore their story and yours (before
you go into yours, make sure you have
a smooth transition that shows you
understand theirs well and you’re
ready to talk about yours)
5. Problem solving for future purposes
WEEK 6: DECISION MAKING
Endowed Chair Case: Common Information Effect
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Focus on info shared by all eg. Halo effect for Chris
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Unique/ non-redundant into gets dismissed eg. positive info
for Lorey
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Results in bias – choose between Chris/Pat
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Team fails to make the decision that would have been
supported eg. choosing Lorey
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Why does this occur?
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Mutual enhancement - discussing shared into feels
good, seems more important
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Bias for preference-consistent info
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Preventing this?
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Think of as information sharing rather than decision
making
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Keep an open mind, rank rather than choose,
discuss fully & record facts, minimize status
difference
Escalation of Commitment
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Persisting in a losing course of action despite clear evidence to
not – commit more $ to failing project
Abilene Paradox
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Pluralistic ignorance, adopting a position bc you think others
deserve it
Groupthink
Informational Signals and Reputational Pressures:
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Do not correct errors à amplify them, fall victim to cascade
effects (follow those who took action first), become polarized
(taking up positions more extreme than those they held
before deliberations) focus on what everybody knows
already
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Eg. Asch’s line experiment
“Making Dumb Groups Smarter” Sunstein C.R & Hastle R
How to make groups wiser
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Initially silence leaders &high status team members,
encourage critical thinking, change incentives by rewarding
group success, clarify roles, have devil’s advocate,
contrarian/red teams – stronger than DA, Delphi method –
use anonymity, get indiv opinion then converge
Difference Between Abilene and Groupthink
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Individuals ARE aware of team decisions if it is wrong/risky in
Abilene but not aware in Groupthink
“What You Don’t know About Making Decisions” Garvin, D.A. &
Roberto, M.A.
Inquiry: collaborative problem solving, everybody presents balanced
arguments, remain open to all alternatives and accept criticism
Advocacy: decision making is a contest, strive to persuade others,
defend your position and other views are discouraged or dismissed
Litmus Test
A healthy process should have: multiple alternatives, thoughtful analysis,
don’t rush // assumption testing // well defined criteria // dissent and
debate // perceived fairness