Organizational Behavior 3rename
Updated 2006-10-28 00:38
SummaryMore terms, definitions, and concepts related to Organizational Behavior.
|Characteristics of a failure tolerant leader||Executives who, through their words and actions, help people overcome their fear of failure and, in the process, create a culture of intelligent risk taking that leads to sustained innovation|
These leaders don’t just accept failure; they encourage it
|Questions to ask when a project fails||Was the project designed conscientiously, or was it carelessly organized?|
Could the failure have been prevented with more thorough research or consultation?
Was the project a collaborative process, or did those involved resist useful input from colleagues or fail to inform interested parties of their progress?
Did the project remain true to its goals, or did it appear to be driven solely by personal interests?
Were projections o risks, costs, and timing honest or deceptive?
Were the same mistakes made repeatedly?
|benefits of distinguishing excusable and inexcusable failure||Gives managers a tool to build a nonpunitive environment for mistake making while allowing them to encourage thoughtfully pursued projects that, should they fail, will yield productive mistakes|
Allows managers to nonjudgmentally promote the sort of productive mistake making that is the basis for learning
|Ways to be a failure tolerant leader||Get engaged: Taking tangible interest in employees projects|
Don’t praise, analyze - Shows real interest, which prevents complacency
Earn empathy - Foster an environment of allowing trial and error, not discouraging original thinking
Collaborate to innovate - People are no longer competing against each other, which increases the innovation factor because people can do more when they work together
Give the green light - Failure-tolerant leaders emphasize that a good idea is a good idea, whether it comes from Peter Drucker, Reader’s Digest, or an obnoxious coworker
|credibility / factors that compromise it||Honest - leaders are considered honest by their constituents when the leaders do what they say they are going to do|
Forward-looking - true leaders must know where they are going
Competent - having a winning track record is the surest way to be considered competent
Inspiring - it is essential that leaders inspire our confidence in the validity of the goal
|Creeping determinism||The sense that what has happened was actually inevitable|
|Pitfall of Creeping determinism||When we attempt to correct what happened, we end up creating new problems for the future (underdiagnosis vs. overdiagnosis example)|
|Power law||20% of the people account for 80% of the output (e.g., Smog in Denver, Million-dollar Murray)|
|Connecting the dots||The feeling that we should have seen something coming because in retrospect, it seems obvious that all the signs pointed to this inevitable result. (9/11, etc.)|
|Control model (including parts and relationships among them)||PartsYou|
Control - a device to regulate a mechanism (system)
Feedback - do not listen to the noise of the mechanism (Manager must choose what to listen to)
Control communication device