Psychological Psychological StylesStyles

Professor Harold V. LangloisProfessor Harold V. Langlois

FreudFreud

• The id is responsible for our basic drives The id is responsible for our basic drives such as food, sex, and aggressive such as food, sex, and aggressive impulses.impulses.

• It is amoral and egocentric, ruled by the It is amoral and egocentric, ruled by the pleasure–pain principle; it is without a pleasure–pain principle; it is without a sense of time, completely illogical, sense of time, completely illogical, primarily sexual, infantile in its primarily sexual, infantile in its emotional development, and will not take emotional development, and will not take "no" for an answer."no" for an answer.

FreudFreud

• EgoEgo– Sense of selfSense of self– The ego is the mediator between the id The ego is the mediator between the id

and the superego; trying to ensure that and the superego; trying to ensure that the needs of both the id and the the needs of both the id and the superego are met.superego are met.

FreudFreud

• SuperegoSuperego– Symbolic internalization of the father Symbolic internalization of the father

figure and cultural regulations. figure and cultural regulations. – Acts as the conscience, maintaining our Acts as the conscience, maintaining our

sense of morality and the prohibition of sense of morality and the prohibition of taboos. taboos.

EriksonErikson

• The Erikson life-stage virtues, in the order of The Erikson life-stage virtues, in the order of the stages in which they may be acquired, are:the stages in which they may be acquired, are:

1.1. Hope- Basic Trust vs. MistrustHope- Basic Trust vs. Mistrust2.2. Will- Autonomy vs. Shame and DoubtWill- Autonomy vs. Shame and Doubt3.3. Purpose- Initiative vs. GuiltPurpose- Initiative vs. Guilt4.4. Competence- Industry vs. InferiorityCompetence- Industry vs. Inferiority5.5. Fidelity- Identity vs. Role ConfusionFidelity- Identity vs. Role Confusion6.6. Love (in intimate relationships, work and Love (in intimate relationships, work and

family)- Intimacy vs. Isolationfamily)- Intimacy vs. Isolation7.7. Caring- Generativity vs. StagnationCaring- Generativity vs. Stagnation8.8. Wisdom-Ego Integrity vs. DespairWisdom-Ego Integrity vs. Despair

EriksonErikson

• Ego Identity Versus Role Confusion Ego Identity Versus Role Confusion – Ego identity enables each person to Ego identity enables each person to

have a sense of individuality.have a sense of individuality.

• "Ego identity, then, in its subjective "Ego identity, then, in its subjective aspect, is the awareness of the fact aspect, is the awareness of the fact that there is a self-sameness and that there is a self-sameness and continuity to the ego's synthesizing continuity to the ego's synthesizing methods and a continuity of one's methods and a continuity of one's meaning for others" (1963)meaning for others" (1963)

David AusabelDavid Ausabel

• Order of new information to be learned, it Order of new information to be learned, it must be put into a context or linked to must be put into a context or linked to knowledge that already exists. knowledge that already exists.

• His theory used a systems approach.His theory used a systems approach.• Meaningful learning is considered to be new Meaningful learning is considered to be new

knowledge that relates to what is already knowledge that relates to what is already known.known.

• He advocated what is known as an He advocated what is known as an 'anchoring idea' eg. a review of previously 'anchoring idea' eg. a review of previously learned ideas or concepts that relates learned ideas or concepts that relates specifically to the new information that is to specifically to the new information that is to be learned. be learned.

William G. Perry, JrWilliam G. Perry, Jr

• The Perry scheme is a model for The Perry scheme is a model for understanding how we come to know the understanding how we come to know the theories and beliefs we hold about knowing, theories and beliefs we hold about knowing, and the manner in which such and the manner in which such epistemological premises are a part of and epistemological premises are a part of and an influence on the cognitive processes of an influence on the cognitive processes of thinking and reasoningthinking and reasoning

• Dualist -> Complex->Relativist-> Commited Dualist -> Complex->Relativist-> Commited toto

• Dualist RelativismDualist Relativism

Robert KeganRobert Kegan

• In The Evolving Self, Kegan presents a In The Evolving Self, Kegan presents a model of psychological development model of psychological development consisting of six "equilibrium stages": 1) consisting of six "equilibrium stages": 1) the incorporative stage, 2) the impulsive the incorporative stage, 2) the impulsive stage, 3) the imperial stage, 4) the stage, 3) the imperial stage, 4) the interpersonal stage, 5) the institutional interpersonal stage, 5) the institutional stage, 6) the inter-individual stage. stage, 6) the inter-individual stage.

• The object of each stage is the subject of The object of each stage is the subject of the preceding stage.the preceding stage.

Styles of Organizational Styles of Organizational ManagementManagement

• Rensis Likert’s model*Rensis Likert’s model*• Continuum of four management Continuum of four management

stylesstyles• System I – Exploitive AuthoritativeSystem I – Exploitive Authoritative• System II – Benevolent AuthoritativeSystem II – Benevolent Authoritative• System III – ConsultativeSystem III – Consultative• System IV – ParticipativeSystem IV – Participative

*Rensis Likert – *Rensis Likert – The Human OrganizationThe Human Organization..

System IV ManagementSystem IV Management

• Workable management style that can Workable management style that can be used by any organization to achieve be used by any organization to achieve high productivity and improved high productivity and improved employee relationshipsemployee relationships

• Can be used to coordinate all facets of Can be used to coordinate all facets of the organizationthe organization

• Based on supportive relationships, Based on supportive relationships, group decision making and high group decision making and high performance goals for the organizationperformance goals for the organization

Three Types of Three Types of Organizational Variables Organizational Variables

• Causal variablesCausal variables– Independent variables which determine the course of Independent variables which determine the course of

developments within an organization (structure, developments within an organization (structure, strategies, leadership patterns, management strategies, leadership patterns, management behaviors)behaviors)

• Intervening variablesIntervening variables– Reflect the internal state and health of the Reflect the internal state and health of the

organization (loyalties, attitudes, motivations, organization (loyalties, attitudes, motivations, performance goals, and perceptions of all members performance goals, and perceptions of all members of the organization)of the organization)

• End Result variablesEnd Result variables– Dependent variables that reflect the achievements of Dependent variables that reflect the achievements of

the organization (productivity, costs, earnings, the organization (productivity, costs, earnings, quality)quality)

Systems IV ManagementSystems IV Management

• Based on democratic leadership, Based on democratic leadership, extensive group interaction, and extensive group interaction, and open communicationopen communication

• More complex and demanding More complex and demanding greater skills to effectively utilize a greater skills to effectively utilize a participatory management systemparticipatory management system

• Yields better results and increases Yields better results and increases the likelihood of sustainabilitythe likelihood of sustainability

Productive Capacity in Productive Capacity in System IVSystem IV

• Evaluations based on the following Evaluations based on the following factors:factors:– Level of performance goalsLevel of performance goals– Motivation to achieve organizational successMotivation to achieve organizational success– Quality of leadership, communication, and Quality of leadership, communication, and

decision makingdecision making– Capacity to convert conflict into innovation Capacity to convert conflict into innovation

and improvementand improvement– Ability to achieve collaboration and teamworkAbility to achieve collaboration and teamwork

Stages of ComplexityStages of Complexity

• SimpleSimple• ComplicatedComplicated• ComplexComplex• ChaoticChaotic

Geoffrey MooreGeoffrey Moore

• Early Market - introducing new technologyEarly Market - introducing new technology• Chasm - caught betwixt and betweenChasm - caught betwixt and between• Bowling Alley - technology is gaining acceptanceBowling Alley - technology is gaining acceptance• Tornado - technology is necessary and standardTornado - technology is necessary and standard• Main Street Early- hypergrowth has subsided Main Street Early- hypergrowth has subsided • Main Street Mature - consolidation and M&AMain Street Mature - consolidation and M&A• Main Street Declining- next generation on the Main Street Declining- next generation on the

horizonhorizon• Fault Line/End of Life - technology obsolescenceFault Line/End of Life - technology obsolescence

Michael HammerMichael Hammer

• Deep ChangeDeep Change– Look for models outside of your Look for models outside of your

industryindustry– Identify and defy constraining Identify and defy constraining

assumptionassumption– Make a special case into a normMake a special case into a norm– Rethink critical dimensions of workRethink critical dimensions of work

Anita M. McGahanAnita M. McGahan

• How Industries ChangeHow Industries Change

RadicalRadical CreativeCreative

IntermediatIntermediatinging

ProgressProgressiveive

Threatened

Threatened Not Threatened

Not Threatened

Core Assets

Core Activities

Meyer, Loch and PichMeyer, Loch and Pich Characterizing Characterizing

Uncertainty in ProjectsUncertainty in Projects• VariationVariation

– Levels vary randomly, but in a predictable rangeLevels vary randomly, but in a predictable range

• Foreseen UncertaintyForeseen Uncertainty– Known factors influence project, but in Known factors influence project, but in

unpredictable waysunpredictable ways

• Unforeseen UncertaintyUnforeseen Uncertainty– Influence factors cannot be predictedInfluence factors cannot be predicted

• ChaosChaos– Unforeseen events completely invalidate the Unforeseen events completely invalidate the

project.project.