Courtney Gundelfinger

1
Group 4

• Courtney Gundelfinger
• Christopher Ludwig
• Ryan Wynn
• Michael Stein
• Russell Close

2
Agenda

• Power, Influence, and Change
• Bases of Power
• Movie Clip
• Dysfunctions in Teams
• Movie Clip
• Class Activity

3
Power, Influence, and Change

• Psychological Change
• Social Influence
• Social Power
• Dependence

4
Psychological Change

• Definition Any alteration of the state of some
  system over time.
• Change in the system is measured by the
  difference between point A and point B

5
Psychological Change (cont.)

• Change can be induced by
• Another person (driving force)
• Group Opinion (restraining force)
• Personal Ideas (own force)

6
Social Influence (cont.)

• Groups are interdependent, the group depends on
  its members to function
• A change in one group member may produce change
  in other members

7
Social Influence (cont.)

• When a change is introduced into a system 2
  things often happen
• People are forced to adapt to the new system
• People resist the change to the system

8
Social Influence (cont.)

• A superior can influence a subordinate
• If the subordinate opposes, the superior will
  lose influence
• Psychological change can only take place if all
  outside forces have been eliminated

9
Social Influence (cont.)

• Social Influence often takes place because of an
  intentional act, but can also be the result of a
  passive presence
• Ex. Policeman at an intersection

10
Social Influence (cont.)

• Positive Influence A superior influences a
  subordinate in a given direction (positive
  control)
• Negative Influence A superior influences a
  subordinate in an unintended direction (negative
  control)

11
Social Power

• A superiors power can be measured by his/her
  maximum possible influence, although he/she may
  not exert full power
• Power varies from one system to another
• A superior can have control of a subordinates
  behavior, but not over opinions

12
The Bases of Power

• John French and Bertram Raven came up with 5
  categories of power in 1960
• Reward power
• Coercive power
• Legitimate power
• Referent power
• Expert power

13
Reward Power

• Power whose basis is the ability to reward
• Example - boss gives employee benefits, welfare,
  promotions, and increases in pay based on
  performance

14
Coercive Power

• Coercive Power means the application of negative
  influences onto employees
• Example - boss uses ability to demote or other
  negative consequences to exercise power over
  employees

15
Legitimate Power

• Refers to the power of a boss because of their
  position in a company
• Example - President of a company holds power over
  the Vice Presidents

16
Referent Power

• In Referent Power, the manager leads by example
• Example - Lebron James exercises Referent Power
  over his teammates because of basketball skill

17
Expert Power

• Power in terms of knowledge on a particular
  subject
• Example - People will listen to the CFO of a
  company because of his financial expertise

18
Martin Luther King Speech

• Reward - Nation without hatred
• Coercive - Negative Consequences
• Legitimate - Civil Rights leader
• Referent - Led by example
• Expert - Skilled public speaker

19
Dysfunction One Absence of Trust

• Trust confidence among team members that peers
  intentions are good
• Teams without trust
• Conceal weaknesses and mistakes
• Hesitate to ask for help
• Dread and avoid meetings
• Teams with trust
• Tap into anothers skills and abilities
• Offer and accept apologies without hesitation
• Enjoy meetings and group work
• To accelerate trust, teams can participate in
  activities that build it (ex Personal
  Histories, Experiential Exercises)

20
Dysfunction Two Fear of Conflict

• Productive conflict is very important in order
  for teams to grow
• Teams that resist conflict
• Have boring meetings
• Ignore topics that are critical to success
• Waste time and energy
• Teams that embrace conflict
• Have lively, interesting meetings
• Utilize all members ideas
• Solve problems quickly
• In order to create good conflicts, teams can
  designate a devils advocate or someone to keep
  everyone in check

21
Dysfunction Three Lack of Commitment

• Commitment is a function of two things buy-in
  and clarity
• Desire of consensus and a need for certainty hurt
  commitment
• Failing to commit
• Stirs up a lack of confidence
• Decisions keep getting revisited
• Encourages second-guessing
• Teams that do commit
• Take advantage of opportunities before
  competitors
• Move forward without dwelling on decisions
• Aligns team around common objectives
• Communication and deadlines are key to achieving
  commitment

22
Dysfunction 4 Avoidance Accountability

• Avoidance Accountability the unwillingness of
  team members to call their peers on performance
  or behaviors that might hurt the team.
• A team that avoids accountability
• Creates resentment between individual with
  different performance standards
• Encourages mediocrity
• Misses deadlines and key deliverables
• Places burden on leader as sole source of
  discipline
• A team that hold one another accountable
• Ensures that poor performers feel pressure to
  improve
• Identifies potential problems quickly by
  questioning others approaches
• Establishes respect among team members who are
  held to the same standards
• Avoids excessive bureaucracy around performance
  management
• To overcome avoidance accountability publicize
  goals and standards, provide simple and regular
  progress reviews and distribute team rewards.

23
Dysfunction 5 Intention to Result

• The ultimate dysfunction of a team is the
  tendency for members to care about something
  other than the collective goals of the group.
• A team that is not focused on results
• Stagnates/ fails to grow
• Rarely defeats competitors
• Loses achievement-oriented employees
• Encourages team members to focus on individual
  goals
• Is easily distracted
• A team that is focused on collective results
• Retains achievement-oriented employees
• Minimizes individualistic behavior
• Enjoys success and suffers fairly acutely
• Benefits from individuals that subjugate
  individual goals
• Avoids distractions
• To overcome intention to results publicly
  declare results and only reward behaviors and
  actions that contribute to the results.

24
The Role of the Leader

• Dysfunction 1 Absence of Trust
• Demonstrate vulnerability first
• Create an environment that does not punish
  vulnerability
• Display genuine vulnerability
• Dysfunction2 Fear of Conflict
• Do not deprive the participants of an opportunity
  to develop conflict management skills
• Demonstrate restraint in conflict and allow
  natural resolution
• Personally model appropriate conflict behavior
• Dysfunction3 Lack of commitment
• Be comfortable with making potentially-wrong
  decisions
• Constantly push the group for closure around
  issues
• Dont place too high a premium on certainty or
  consensus

25
The Role of the Leader (continued)

• Dysfunction 4 Avoidance Accountability
• Encourage and allow as primary accountability
  mechanism
• Dont create and accountability vacuum and leave
  yourself as the only source of discipline
• Serve as the ultimate arbiter of discipline when
  the team fails
• Dysfunction 5 Intention to Result
• Set the tone for the focus on results
• Exude intent focus on the goal-at-hand
• Be selfless, objective and serve reward
  recognition for real contributing achievements