Transcript No Slide Title

Welcome Back
Session 2
MG 6310
Agenda
Agenda
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Administration.
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Old Business (next slide)
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Journals and Journaling
Team Charter (AAR)
The 5th team!!!
New Business
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Bio Summaries
Forming Teams (Discussion around Robbins readings)
The Leadership Challenge (Ch 1-4)
Preparation for next class
What else should we add, delete or modify ?
Management 6310: Work Teams
Team 1
Team 2
Team 3
Team 4
Team 5
Jeremy
Anglebeck
William
Beckman
Amanda
Burian
Lani
Chang
Tracie
Wiegand
Jared
Cook
Jonathan
Dandurand
Byron
Dennis
Mike
Flaxbeard
Tommy
Daher
Nathan
Harper
Christina
Foster
Gabriel
Jones
Pat
Kellerman
Jeff
Hitchings
Matt
Kolakowski
Melissa
Ling
Kurt
Foster
Andrew
Nieters
Tristan
Steinberger
Chris
Nordby
Matt
Vance
Brian
VanHecke
Ryan
Vickers
Old Business:
Journals and Journaling
From Review of Journals
Responded to all…
Notes vs Reflections
Listing the course…
.doc or email…
Point about leadership tends to reflect most recent
experience… GOOD point…
6. Point about stressful beginnings—a new semester.
7. Suggested topic: Team establishment…
8. Going forward… new on old…
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3.
4.
5.
Old Business
Teams and Team Charter Exercise
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What is the right structure for a team charter?
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Was what was asked appropriate
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When’s the right time to have the conversation?
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What’s the role of the mission statement?
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How might you adapt them for your use?
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How comfortable were you in preparing it?
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What’s the reason for signatures?
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What is the application of this exercise where YOU work?
Teamwork
Teamwork
New Business:
Organizational Behavior Essentials
Robbins
New Business:
OB Essentials (Robbins)
As a class…
1. Defining groups and teams…
2. Describe the importance of the Asch studies… what
so they suggest?
3. In Ch 8, What is missing from the table (p.125)?
4. What was of interest to you (either chapter)?
New Business:
The Leadership Challenge
An Introduction to:
The Leadership Challenge (preface)
1. What is the fundamental approach to the research
that was done resulting in the findings presented in
this book?
2. What are the assumptions underpinning the book?
3. What might limitations of this book be?
An Introduction to:
The Leadership Challenge (preface)
1. What is the fundamental approach to the research that
was done resulting in the findings presented in this
book?
Qualitative data—case descriptions of extraordinary leadership models/
experiences.
Analysis of data to reveal themes.
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2. What are the assumptions underpinning the book?
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“Extraordinary leadership” is something different from other types.
Readers can discern how to apply the 5 practices (and 10 commitments)
to their own unique work settings.
Extraordinary leadership can be performed by ordinary people (p.xiii). …
and co-workers will respond to it.
Leadership development is development of the self (p. xvii)
3. What are the book’s limitations?
An Introduction to:
The Leadership Challenge (preface)
3. What are the book’s limitations?
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Does not tell us how to deal with an ineffective leader.
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It may suggest that extraordinary leaderships will get extraordinary results.
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Aren’t there other key practices?
New Business:
The Leadership Challenge
As a team…
Overall Structure
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An introduction (ch 1) and Credibility (ch 2)
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Model the Way (chapters 3, 4)
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Inspire a Shared Vision (chapters 5, 6)
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Challenge the Process (chapters 7, 8)
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Enable Others to Act (chapters 9, 10)
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Encourage the Heart (chapters 11, 12)
New Business:
The Leadership Challenge
As a team…
Chapter 1:
The Leadership Challenge
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At the most basic level, what explains Dick Nettell’s
effectiveness?
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How does he model the 5 practices?
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What practices of Clair’s are appropriate? (p.9-13)
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Would you adopt the same practices… ? How would
you approach them differently? (Cite evidence—quotes
from the book)
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The critical consumer’s point of view!
How Dick Nettell Models the 5 Practices (p 3-8)
Credibility
(foundation for the 5 practices) Leadership turnover,
”changes in priorities” (p4); he listened… 3 whole days to talk and listen
(p4); “you said-we did reports during town hall” (p7); over the next 6
weeks he held 22 45-minute state-of-the-center meetings (p.5)
1. Model the Way.
Presented his findings to Sr. leadership (p4); what
was missing in my life was… ability to help others “be the best they can
be.” (p6)
2. Inspire a Shared Vision.
Sticky notes describing possibility
(p5); Worked with management team, “began to craft a vision… We will be
seen as a World Class Call Center…” (p5)
3. Challenge the Process.
Folks “couldn’t speak their minds (p.4);
asked how “they would like the call center to look (p.5); 5 post-it notes (p5);
“if you would wave a magic wand…(p5); “if we’re not willing to innovate and
do things differently …(p8)
How Dick Nettell Models the 5
Practices (p 3-8)
4. Enable Others to Act.
Involved others in process (p4-5); “challenged
everyone to take the initiative to make the new vision a reality (p6);
5. Encourage the Heart.
Stories of earlier situation (p5); monthly town
hall …celebrating heroes (p7);
The source of his leadership was …? Is there a hint on
pg 6, 2d para… “I realized that I’m really passionate
about working with folks to get them to think differently
about themselves…”
Chapter 1
From My Perspective.
What are other assumptions in Chapter 1 of the book?
- We all lead… well or not… whenever we choose step up
and into the issue at hand.
- The 5 practices are underpinned with an effort to
understand who we are.
- We can learn how to use the 5 practices.
- Leadership requires an investment in relationships. (p23)
- What is the role of work in our lives…?
Chapter 2
Credibility is the foundation of
leadership
Chapter 2
What are the interesting points that emerge from study of
the two tables (p. 30-31)?
What are the implications?
Chapter 3
Clarifying Values
and
[Finding Shared Values]
“Everyone in his own environment must strive
to practice true humanity toward others. The
future of the world depends on it. Great
values are lost at every moment because we
miss opportunities, but the values that are
turned into will and action constitute a richness
that must not be undervalued.”
Albert Schweitzer
From Albert Schweitzer, Out of My Life and Thought (Baltimore: The John Hopkins University Press, 1998),
pp. 81-95; originally in English from (New York: Henry Hold and Company, 1933), pp. 102-118; as cited in
Leading Lives that Matter. Mark R. Schwehn and Dorthy C. Bass (editors) from (William B. Eerdmans
Publishing Company Grand Rapids, Michigan/Cambridge, UK), pp. 29-36.
Shared Values Make a Difference
People feel:
• Less personal and job-related stress
• That organizational policies are guided by ethical
standards
• That organizational goals are important
• More personally successful
• More committed to the organization and to key
stakeholders
• More willing to work harder and longer hours
• Clearer about organizational values
But, what are values ?
“Values are personal convictions about what one should strive for in life and how
one should behave.” (From George and Jones, Organizational Behavior 4ed., 2005)
Values
Work Values
Intrinsic
Work
Values
Extrinsic
Work
Values
Ethical Values
Justice
Values
Utilitarian
Values
Moral
Rights
Values
Values…assorted flavors!
“Values are personal convictions about what one should strive for in life and how
one should behave.” (From George and Jones, Organizational Behavior 4ed., 2005)
Values
Work Values
Intrinsic
Work
Values
Extrinsic
Work
Values
Ethical Values
Justice
Values
Utilitarian
Values
Moral
Rights
Values
Work values: Personal convictions about outcomes and behaviors at work
Intrinsic: Values related to the nature of the work itself
Extrinsic: Values that are related to the consequences of the work.
Ethical Values: Personal convictions about what is right and wrong
Utilitarian: Decisions produce the greatest good for the greatest number of people
Moral right: Decisions protect the fundamental rights and privileges of people
Justice: Decisions allocate benefits and harms in a fair, and equitable way
From George and Jones, Organizational Behavior 4ed., 2005)
The Impact of Values Clarity on Commitment
High
Clarity of
4.87
6.26
4.90
6.12
Organizational
Values
Low
Low
High
Clarity of Personal Values
The Impact of Values Clarity on Commitment
Clarity of Org. Values
Text P. 55.
High
- What is degree of commitment in
industry today? “Engagement?”
4.87
6.26
4.90
6.12
Low
Low
High
Clarity of Personal Values
- Is it just “clarity of the organizational
values?
- Why is it that the personal values clarity is the dominant factor
in organizational commitment?
- What does the 4.87 vs either of the 6s suggest?
Bottom line: Personal values drive commitment. What does
commitment drive?
“Finding Voice ?!@#%$@!?”
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Why is this so central to the authors thinking? (give
examples)
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How do we stand?
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How do I go about finding it?
WHAT MIGHT I DO ? HOW DO WE IMPLEMENT?
As a team discuss these questions and prepare
a response.
“Finding Voice around Values”
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“Express yourself in ways that are uniquely your own.”
“You cannot lead through some else’s words. You
cannot lead out of someone else’s experience.”
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Shared values provide a “common cause.”
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Shared values provide a “common language.”
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What is/are the risk of shared values?
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“Unity is forged, not forced”
Align Actions with Values
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Spending Time
Communications and
Interactions
Critical Incidents
Symbols and Rituals
Stories
Rewards
Chapter 3. Find your voice:
- Why is the discussion of values such an important issue from the perspective of
the authors? Ans. [show the tree! And finding my voice leads to expression of behaviors.]
- Instrumental values: Processes or means. Means... the way we behave.
- Terminal values: Ends or vision. Ends… what we orient our behavior toward.
(chs 5&6)
-Lillas, “Every evening I ask, ‘What have I done today that demonstrates this
value is near and dear to me?’”
-Understanding our values has relevance to the extent that they influence my
behavior.
Commitment # 1: “Find your voice by clarifying my values.”
Do your organization’s values connect with yours? What are the results?
“Finding Voice around Values
HOW do we do this in organizations?
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If organizations articulate the values.. How are
they developed… and used subsequently. IF they
were “forged” at some point… how does the story
of those values continue?
If the organization “forced” them into existence.
What are the implications… how are they then
used in a positive way?
Instrumental and Terminal Values
HOW do I do this for myself? An exercise for
you to consider (see handouts).
This week, two options: (report on 1 in Journal)
- Short Values exercise
- Long Values exercise
Chapter 4
Being an example.
As a team, assess how Mr Thompson
models the notions found in chapter 4.
Chapter 4. Set the Example. Developing shared
values through example.
- Do we, in our work place, or work, discuss shared values ? Should we? Why or
why not?
- How often do we try to find out other’s values, goals?
- What is the danger in accepting another’s values?
- How well does action align with values?
- How well does some of this discussion relate to your organization?
- We have to learn to listen? But, this requires that I am willing to do so, and
believe that the other has something to say.
- Values espoused vs values in practice? Do my values propel my behavior?
INTEGRITY. Integrity is NOT honesty.
- Why is a discussion of values relevant to me at my workplace today?
Chapter 4 concludes with the next commitment:
Commitment #2: “Set the example by aligning
actions with shared values.”
- create alignment around key values.
- speak about shared values with enthusiasm and confidence—even
drama.
- teach and reinforce through symbols and artifacts.
- put storytelling on your meeting agendas.
- ask questions.
- keep score.
- do a personal audit.
- be intentional about personal development.
Homework/Preparation for next class