Post on 14-Apr-2018
7/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
1/13
KNOWLEDGE FOR ACTION
FORMULATING STRATEGY: TEAMS
AND DYADS
Professo r Drew Carton
Mgm t 101 Lec tu re: Week 6, Fall 2013
7/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
2/13
KNOWLEDGE FOR ACTION
http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=CoXemUcklcUH_M&tbnid=gZqB97j9N8-OXM:&ved=0CAUQjRw&url=http://www.theverge.com/2013/9/21/4755696/blackberry-co-founder-mike-lazaridis-reportedly-considering-bid&ei=hlZXUoLcOMzC4APJtoHoDQ&bvm=bv.53899372,d.dmg&psig=AFQjCNEZiJs9n_s6pzfk3DYXqOONgLO4Mw&ust=1381541893175448http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=lFdXPJquW0cDgM&tbnid=j835zdhKOZqW0M:&ved=0CAUQjRw&url=http://www.cio.com/article/698500/10_Things_to_Know_About_RIM_s_New_CEO_Thorsten_Heins&ei=T1ZXUvntEJGo4APx_YDADg&bvm=bv.53899372,d.dmg&psig=AFQjCNHFhcrmy0G_rrLuB-QeGdP71M32PQ&ust=1381541835825767http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=k7q8vFr44viWBM&tbnid=3j4MLqF4x0S1LM:&ved=0CAUQjRw&url=http://siliconangle.com/blog/2012/05/08/rim-appoints-new-coo-and-cmo-amidst-product-turmoil/kristian-tear-frank-boulben/&ei=HD1XUproC-3i4APhl4DgAQ&bvm=bv.53899372,d.dmg&psig=AFQjCNHeC_790WrCySYQBW6dR2k_Cqp-Sw&ust=13815353729065757/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
3/13
KNOWLEDGE FOR ACTION
Strategy ImplementationStrategy Formulation
Individual
level
Dyadic
Level
Team
level
Unit
level
Organizational
level
7/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
4/13
KNOWLEDGE FOR ACTION
...I have one goal: to MAXIMIZE YOUR LONG-TERM RETENTION OF THE MATERIAL.
INFORMATION RETAINED IN THE SHORT-TERM = MOSTLY USELESS.
INFORMATION RETAINED IN THE LONG-TERM = KNOWLEDGE!!!
1. Depth of content, breadth of approach
2. Schema fitting!
You have several goals:
Learning, grades, job
Leave negotiation case at your desk at the end of class. Please do not take it with
you! Also, please do not write on the case. Thank you!
7/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
5/13
KNOWLEDGE FOR ACTION
FORMULATING STRATEGY IN GROUPS: MANAGINGBASED ON HOW WE THINK
Theory
Groups favor knowledge shared by the majority of members
Representative study
Hidden profiles (Stasser & Titus, 1985)
Example
Evaluating job candidates after
one-on-ones and group interviews
Application
Design teams with multiple knowledge subgroups
7/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
6/13
KNOWLEDGE FOR ACTION
FORMULATING STRATEGY IN GROUPS: MANAGINGBASED ON WHAT WE HAVE
When we have power and/or authority
Theory
There is a tradeoff between efficiency
and effectiveness
Representative research:
Hierarchy and effectiveness(Damanpour, 1991)
Example
IDEO
Application
Strike the appropriate balance when
determining decision making rules
When we do not have power and/or authority
Theory
Power in numbers
Representative research
Coalition building (Finkelstein, 1992)
Example
Citi-bank
ouster
Application
Coalitions will often allow you to
accumulate more clout than
individual efforts
7/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
7/13KNOWLEDGE FOR ACTION
FORMULATING STRATEGY IN GROUPS: MANAGINGBASED ON WHO WE ARE
Theory
The prospect of speaking out creates extreme anxiety for many people
Representative study
Asch (1951)
Example
Arthur Schlessinger, Jr. and the Bay of Pigs
Application
Assign a devils advocate
http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=78dFEfjUmIHLgM&tbnid=eXc9pCpQrw_AjM:&ved=0CAUQjRw&url=http://www.nytimes.com/2007/10/07/books/review/Dowd-t.html?pagewanted%3Dall&ei=RIlZUrOyD8yi4AOnt4CACA&bvm=bv.53899372,d.dmg&psig=AFQjCNHEtbJ4Qjotcp9TPZLefuP3iC4-kg&ust=13816858851560017/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
8/13KNOWLEDGE FOR ACTION
FORMULATING STRATEGY IN GROUPS: PUTTING ITALL TOGETHER
Representative topic
Brainstorming
Examples
IDEO Blackberry
Application
1. allow people to first brainstorm independently managing based on how we think
2. do not evaluate during initial phase of brainstorming
managing based on who we are + how we think
3. when you have power, do not make a final decision too quickly
managing based on what we have + how we think
http://www.google.com/url?sa=i&rct=j&q=&esrc=s&frm=1&source=images&cd=&cad=rja&docid=vM3wVtFgTc7RNM&tbnid=WG-gvMQ6l4qqYM:&ved=0CAUQjRw&url=http://www.designsojourn.com/7-ways-to-unleashing-your-creativity/&ei=j4pZUoXnKPGq4APCj4CgDA&bvm=bv.53899372,d.dmg&psig=AFQjCNFPdcr6qZPCZcyB7nKLX2exIdoR1w&ust=13816862731017947/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
9/13KNOWLEDGE FOR ACTION
Strategy ImplementationStrategy Formulation
Individual
level
Dyadic
Level
Team
level
Unit
level
Organizational
level
7/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
10/13KNOWLEDGE FOR ACTION
FORMULATING STRATEGY IN DYADS: MANAGINGBASED ON HOW WE THINK
Theory
Our judgments are biased if we do not reach an independent judgment
before hearing someone elses judgment
Representative research
Mental contamination (Wilson & Brekke, 1994)
Example
Class exercise
Application
Ensure independent judgments
Average
Two heads are better than onebut only when theyre two independent
heads
O
7/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
11/13KNOWLEDGE FOR ACTION
FORMULATING STRATEGY IN DYADS: MANAGINGBASED ON WHAT WE HAVE
When we have power or authority
Theory
More powerful are less likely to
incorporate others opinions
Representative Study
Power and perspective taking (Tostet al., 2011)
Example
Kevin Sharer
Application
To re-calibrate toward the opinion
of others, use a comprehension
focus rather than a persuasive
focus or an evaluation focus
When we do not have power or authority
Representative study De Dreu et al. (2000)
Example
Sinai Peninsula
Application
Expand your understanding of what
is being negotiated
http://www.google.com/url?sa=i&source=images&cd=&cad=rja&docid=8MFOvcX-jzz1vM&tbnid=GhgPeysL4oXd7M:&ved=0CAgQjRwwAA&url=http://www.darden.virginia.edu/web/Alumni/Power-of-Philanthropy/Faculty-Support-and-Curriculum-Development/Initiative-for-Business-in-Society/&ei=aJVZUuqlDNOt4AO9uoHgDA&psig=AFQjCNFXwTbvZI0MlSWY2b9kU_QTVKsNuQ&ust=13816890642431787/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
12/13KNOWLEDGE FOR ACTION
FORMULATING STRATEGY IN DYADS: MANAGINGBASED ON WHO WE ARE
Theory
People seek advice from those who are most similar to them, even whenthis similarity is not based on expertise
Representative study
McDonald & Westphal, 2003
Example
Observational research on homophily (McPherson, 2001)
Application
Seek out those who are different from you
7/27/2019 Week 6 -- Formulating Strategy -- Teams and Dyads -- Student Copy
13/13KNOWLEDGE FOR ACTION
FORMULATING STRATEGY IN DYADS: PUTTING ITALL TOGETHER
Representative topic
Knowledge seeking
Example
Collaboration in science
Application
Target someone who is different from youresist the temptation to seek out
ingroup members
who we are
The more powerful person will have more say in how to use information
what we have
If you have more power, calibrate the way that the perspectives of (1) you and (2)
the person you are seeking knowledge from are blended
what we have + how we think