Chapter 4 Climate Change_1_1

Chapter 4 Climate Change_1_1 - Climate Change Climate or...

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Unformatted text preview: Climate Change Climate or “It’s the Climate, Stupid” From Rothwell and Foley Chapter Four Climate and Culture Climate Culture describes behaviors, attitudes, values and norms Climate is the result of culture Effects of Norms Effects Maier • • • • What were the norms? How did they establish climate? What was the climate? How did climate, norms and values shape the group’s dynamics? • What was the result? Competition vs. Cooperation Competition Competition: The failure of many for the success of a few • Focus on individual goals Cooperation: Group members work together to achieve a common goal Hypercompetition Hypercompetition Diminishes achievement/performance Hoarding of resources Goal of beating others Fostering of divisiveness Diminished cohesiveness of “Losers” Creation of “Failure Factory” Encouragement of cheating/dishonesty Constructive Competition Constructive Competition between group members often leads to success Competition can be constructive if it • • • produces a positive, enjoyable experience generates increased efforts to achieve without jeopardizing interpersonal relationships Constructive Competition Constructive Conditions for constructive competition • Winning is unimportant • Opponents are equally matched • Clear and specific rules Defensive and Supportive Communication Communication Avoid Defensive Communication • Describe rather than evaluate • Use first person­singular language • Make descriptions specific, not vague • Eliminate editorial comments Manipulation vs. Assertiveness Manipulation Avoid being aggressive Be honest Be open Be direct “This is how I feel, and this is what I need” Control vs. Problem Orientation Control Avoid issuing orders and demanding obedience Control breeds contempt, problem orientation focuses on resolving issues constructively Tell someone they can’t and they will (reactance) Collaborate to avoid control On Ed TV Ed "Encouraging Excellent Performance“ "Changing Behavior“ Indifference vs. Empathy Indifference Fosters defensive and negative conflict Impervious response: Empathy: • failure to acknowledge the communication of others • attempt to see things from another’s perspective Superiority vs. Equality Superiority Do not communicate that you are better than your group members Give everyone the support to succeed Do not sabotage the efforts of another Capitalize on the unique skills of every member of the group Certainty vs. Provisionalism Certainty Certainty is infuriating Dogmatism: Belief in the self­evident truth of one’s opinion • “never, always, must, impossible, can’t and won’t” Provisionalism: Qualified statements • “possibly, probably, perhaps, occasionally, maybe, might, and sometimes” Behavioral Attributes Affecting Climate Climate a review Drives Culture Climate Competition vs. Cooperation Hypercompetition vs. Constructive Competition Defensive vs. Supportive Manipulation vs. Assertiveness Control vs. Problem Indifference vs. Empathy Superiority vs. Equality Certainty vs. Provisionalism Confirming vs. Disconfirming Disconfirming Responses Disconfirming Impervious Response­ Failure to acknowledge Interrupting Response­ Cutting another off Irrelevant Response­ Unrelated to what the other has been saying or introduces a new topic Tangential Response­ Acknowledges another’s communication then redirects the conversation Disconfirming Responses Disconfirming Impersonal Response­ No acknowledgement, a monologue. Incoherent Response­ Responding with incomplete sentences. Incongruous Response­ Nonverbal behavior inconsistent with the verbal content. Confirming Responses Confirming Direct acknowledgement­ Acknowledging and responding Agreement about content­ Reinforcing information expressed by another. Supportive response­ Expressing understanding and reassurance Confirming Responses Confirming Clarifying response­ Rephrasing and confirming another’s message or feelings. Positive response­ Describing positive feelings related to what another person has said. Measuring Climate Measuring Do I feel . . . • • • • • Valued Respected Included Supported Rewarded We Can Affect Climate We and Climate Affects Results A blend of • Emotional intelligence • Communication style “Upwards of 30% of financial performance is influenced by working climate.” (Chuck Bolton, executive trainer) Write a bit . . . Write “Indifference vs. Empathy” “Control vs. Problem Orientation” “Certainty vs. Provisionalism” Lessons from Crimson Tide Crimson Tide Mutiny ...
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