Personality and Emotional Intelligence

1. Personality is a relatively enduring way in which a person feels, thinks and behaves
2. Fundamental Personality Traits - The Big 5
O Openness to Experience (Willingness to take the risk)
- Openness to Experience is Intellectual, Creative and Artistic
C Conscientiousness (Strong evidence of a link between performance)
-

Conscientiousness is responsible, organized and disciplined

E Extraversion Introversion (EVs suitable for networking)

A - Agreeableness (Tendency to get along with others)
N- Neuroticism - Emotional Stability
3. Emotional Intelligence (EQ)
EQ is the extent to which an individual understands and can relate himself
and others.
EQ is the ability to recognize and regulate our emotions + ability to recognize
and influence others
EQ :
-

Self Awareness: The ability to recognize and understand your

emotions and drives as well as their effect to others
Self Regulation: The ability to control disruptive impulse and
moods and to think before acting
Motivation: A passion to work for reasons that go beyond money or
status. Ability to pursue goals with energy and persistence.
Empathy: The ability to understand the emotional makeup of
others. Skill to treat people according to their emotional reactions
Social Skills: Proficiency in managing relationship and building
networks. An ability to find common ground and build rapport.
(Hallmark is persuasiveness and building and leading team
Effectiveness in leading change)

4. Mindfulness: is the open attention to and awareness of present internal and external
events and experiences (Mindfulness leads to job satisfaction and job performance)

Picking People
1. Basic benefits of networking:
Cohesion: People I hang out mostly; hence can trust each other
Influence: Connection with influential people; hence get things done
Opportunity: Few friends who dont know each other; hence allows me to
collect information and pass/withhold the information for my personal benefit
(Weak ties and structural holes)
2. People picking styles

Teams and Teamwork

1. What is team?
A group of people who interact with each other, mutually accountable for
achieving common goals associated with the organizational objectives and
perceive themselves as a social entity within an organization
-

Small number of people

Complimentary skills
Common purpose and performance goal
Common approach
Mutual accountability

2. Team communication
- Common Information Effect: Groups tend to spend too little time
discussing unshared information
- Discussion Bias: Members prefer to discuss information that is
consistent with their preferences (an example of the confirmation bias)
- Failure to unshared information thus harms group and decision quality
3. How to improve team communication
-

Team leader is information manager

Suspend initial judgment
Frame as information-sharing problem
Minimize status differences

Creativity

1. What is creativity?
- Going beyond current boundaries through creation, synthesis and
modification
- Seeing and acting on new relationship thereby bringing them to life
2. Blocks to creativity?
- Perceptual: Artificial constraints and vertical thinking
- Emotional: Negative fantasies (fear of failure), self censorship
- Environmental Blocks: Negativity and resource constraints
3. Creativity Process
- Learn
- Look
- Ask
- Try

4. How to foster Creativity?

- Provide resources
- Design complex and challenging jobs
- Recognise and reward creativity
- Set creativity goals
- Create the right culture

Motivation
1. What is motivation: is hierarchy of needs that drive people with baser needs
dominating higher order needs

2. What is YOUR motivation?

a. Drive
: desire to achieve
b. Persistence
: keeps at is in the face of setbacks
c. Attitude
: takes direction constructively
d. Curiosity
: not easily satisfied
e. Interest
: just like what matters in the situation
f. Belonging
: seeks secure membership in a group
g. Opportunity : sees a link between effort and reward
h. Talent
: mastery comes faster than others
a. Drive: Jess main motivation is through drive Desire to achieve, generally
speaking
b. Appreciation: Field Consultant (FD) is the motivation through giving solution
to clients
c. Flexibility: Field Consultant (FD) feels motivated with the work
environment and flexibility given by the firms management
2. Recognition, Money and Attention
a. Money? : Might not be obvious might be useful as a tool to influence the
group.
b. Sense of Achievement

3. How to motivate?
-

Emphasizing calculation and goals slanted the concept of motivation toward the job
of motivating

4. Stretch goals:
c. People respond to goal (by learning something new demonstrating skills
and acquiring skills)
d. Goals can be very powerful
e. Goal setting research confirms this

5. Effort Effect: Summarizes later research in which distinguish mindsets that

have dramatic effects, positive and negative

Biases
1. Anchoring Bias: Based on previous experiences and not making sufficient
adjustments to suit new environment
2. Discussion Bias: is bias for Preference-consistent information. Members prefer to
discuss information that is consistent with their preferences (an example of the
confirmation bias)
3. Overconfidence Bias: Individuals tend to be overconfident of the infallibility of their
judgment when answering difficult questions
4. Curse of Knowledge: Overestimate the degree to which they would have predicted to
correct outcome. Furthermore, individuals fail to ignore information they posses
when predicting others behavior
5. Availability Bias: Individuals are biased in their assessment of the frequency of
events based on how there memory structures affects the search process.

Power and Influence

1. What is Power?
a. The potential to successfully influence another
b. The capacity to have a desired effect on others
2. What is Influence Tactics?
a. Tactics that are used to convert power into actual influence over others
3. Faces of Power
a. Power that extends reach, constrains others and centralize controls
b. Power that support, equip and enables others
4. Source of Power:
a. Coercive: Emotions
b. Legitimate: Hierarchal power
c. Reward: Remuneration
d. Expertise: Technical knowledge or experience

e. Referent: Image
5. How do you influence people
a. From your experience (Not good)
b. Compelling story (Simple, memorable, conveys what is important, stimulates
dialogue, evolves an iterative process)
i. Quick win through Pilot projects
6. How do you influence people? Applications
a. Liking
b. Reciprocity
c. Social proof: Use peer power whenever it is possible
d. Consistency
e. Authority: Expose your expertise, dont assume its self-evident
f. Reciprocity: Give what you want to receive
7. Universal Influence Tactics
a. Assertiveness: Ordering, nagging
b. Ingratiation: Using flattery and acting friendly
c. Exchange: Doing favors or offering to trade favors
d. Upward Appeals: Making appeals to superior for intervention
e. Coalition Formation: Seeking united support from other members
f. Rational Persuasion: Using facts and data to make a logical or rational
presentation of ideas
Jess should use coalition formation and rational persuasion + Upward appeals
8. Sources of the power personal
a. Charisma: Integrity, human decency, maturity
b. Referent Power
9. Damaging forms
a. Pushing: Being forceful
b. Paranoia: Playing on peoples fears
10. Constructive Effects
a. Partnering and Building coalitions
b. Processes: Formal Processes + Informal process
c. Momentum

Negotiation
1. Investigative bargaining
a. The other side has information you want or need?
b. How do you get it?
c. Rules of thumb
- To prime the pump by unilaterally volunteering information
- Ask questions to elicit for what youd like to know in return
- Giving options

2. Negotiating essentials
a. Pre-set goal: Aspiration Level or Target Deal
b. Setting Reservation Price
c. Define bargaining zone
3. Start with the situation (Interest > Rights > Power)
a. Reconcile interests
b. Argue
c. Exert
4. Here is a summary of key points
Make the PIE Bigger
Dont get stuck on positions
Go for underlying interests
Be willing to volunteer information
If you get info back, reciprocate; if not, shut off the flow
Learn enough to make creative proposals
Formulate and present offers
Counter as necessary
Agree, and post-settlement settlement

Culture and Cognition

1. What is culture?
1. Definition: Set of assumptions, beliefs, practices common to particular
setting, people: (Built up by history, Supported by social and legal sanctions)
Kauflauf Culture: Solution-oriented and relationship-driven the organization
+ collaboration, technical excellence and mutual respect.
2. Good thing about culture?
i. Delegation with control
ii. Consistency
iii. Compliance feels voluntary, not coerced
3. Downside?
i. Change is very difficult
ii. Problem of persistence
2. Where is culture?
1. Foundations: Persistent consistency arises from formal rules, social norms,
cognitive schema
3. Problems of Persistence
1. Problem Solved: Predictability, stability, directional
2. Problem Created: Restrain discretion, restrain creativity, support status-quo
4. Employment Blueprints
1. Basis of Attachment and Retention:
i. Compensation (Money)
ii. Qualities of Work (Work) [Jesse]
iii. Work Group as community (Love) [Kauflauf]
2. Means of Control and Coordination
i. Direct Monitoring
ii. Peer and Cultural control [Kauflauf]

iii. Reliance on professional standards

iv. Formal process and procedures [Jesse]
3. Criterion for selection
i. Skills [Jesse]
ii. Potential
iii. Fit with team [Kauflauf]
5. Challenges
1. Fit with History
2. Fit with Future?
6. Benefits of a 360 feedback
1. Validity and accuracy
2. Better acceptance by people rated
3. Promotes equity
4. Legal protection
5. Better for knowledge workers
6. Appropriate for empowered cultures
7. More appropriate for team-based system
7. 360 Feedback (Peers, Customers, Boss, Self-Appraisal, Subordinates)
8. Difficult Conversations
1. Levels of conversation
i. Substance of the matters
ii. Feeling the parties
iii. Identify ramification
2. Translate into third story