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business
managing human behavior in public

Questions and Answers of Managing Human Behavior In Public

8. Do you believe that others can compete but that they also can choose to cooperate?__ always __ usually __ occasionally __ seldom __ never true
7. Do you believe that others are worthy of your trust?__ always __ usually __ occasionally __ seldom __ never true
6. Do you believe that differences of opinion are helpful and beneficial?__ always __ usually __ occasionally __ seldom __ never true
5. Do you believe that the views of others are legitimate (i.e., genuine, accurate, true) expressions of their positions?__ always __ usually __ occasionally __ seldom __ never true
4. Do you believe that all people are of equal value, regardless of age, race, religion, culture, or gender?__ always __ usually __ occasionally __ seldom __ never true
3. Do you favor cooperation with all others in your everyday activities and disfavor competition with them?__ always __ usually __ occasionally __ seldom __ never true
2. Do you believe that in each conflict situation, mutually acceptable solutions are a desirable thing?__ always __ usually __ occasionally __ seldom __ never true
1. Do you believe that in every conflict situation, mutually acceptable solutions exist or are available?__ always __ usually __ occasionally __ seldom __ never true
3. Would you say that effective teamwork saved their lives?
2. How were various roles filled?
1. What were the elements of teamwork that proved so important in the situation?
3. Using Frisch’s process to avoid defaulting to the manager, how will you help the team make recommendations?
2. What process will you put in place to address conflicts?
1. Who will you assemble on the team?
4. Do the observers agree or disagree with the potential sources and solutions identified by the team members? Why or why not?
3. What are potential solutions?
2. Have the team members identify the potential sources for conflict.
1. Have two observers witness the team in action as members debate important agenda items or strategies.Write detailed notes on who said what to whom, what was the reaction, and so forth. Once you
4. I give a fair hearing to fellow members’ ideas.
3. When deciding on a dispute, I try to see all sides of a disagreement before I come to a conclusion.
2. When frustrated with fellow team members, I can overcome my frustration.
1. I respect the opinion of team members even if I think they are wrong.
What was the role of the team leader? How was he or she selected?
Were members encouraged to participate?
Did the groups function as a team?
Which team solution is more likely to be pursued and why?
What were the issues and solutions proposed by each team?
5. What information would the team members need?
4. Who would lead the group?
3. Who would the members be?
2. What type of team would you recommend?
1. What factors would determine what type of team is appropriate to look into the situation?
4. What will the “team agreement” contain?
3. What may be the goal of the team?
2. How will the team select a leader?
1. What will need to be included in the agenda for the first meeting?
4. Move around while on a videoconference to improve interpersonal communication;sitting rigid will result in loss of persuasiveness.
3. Realize that trust will be measured almost exclusively in terms of reliability.
2. Understand the cultural differences that may be experienced among team members.
1. Provide clear, defined direction and remove all ambiguity from the process.
7. Team members are equally committed to the success of the team and to the success of the larger organization. (p. 123)
6. Team members respect and trust each other.
5. Members are highly motivated to take control of their work.
4. The team is trained to function without direct supervision.
3. The team is provided with the resources it needs to meet expectations.
2. Management is willing to relinquish control and to trust the team to make decisions.
1. Management wants to give employees greater emotional ownership for the tasks they perform.
Are conflict management processes implemented in the event of conflict among members?
Is what is spoken or communicated in writing consistent with the actions of the team?
Is “how things are said” consistent with “what is said”?
How are members held accountable for serving in the assigned roles?
Have roles been defined and assigned?
Has the priority order been provided by someone else?
Has the team been empowered to prioritize the issues?
Have issues been prioritized?
Are the rules readily available?
Are these written ground rules?
Have ground rules been established for the team?
Compare the current team to the “ideal team.”
How do members envision the “ideal team”?
Who is getting feedback on the team’s work? How are the team’s recommendations being used in the organization?
Interview any other key members of the organization. For example, who organized the team originally?
Gather feedback from the team’s designated leaders. Do their views differ from those of the team members?
What is the perception that members have of the team?
d. How will lack of trust be handled?
c. How is trust demonstrated?
b. Does senior management trust the team?
a. Do team members trust each other?
7. Do you generate agendas with the dates, places, and times for the next meetings?
6. Do you currently have a “team agreement”?
5. How will the members be held accountable?
c. Will leaders rotate periodically?
b. Will there be one assigned leader?
a. How will the leader be selected?
c. How will members be allowed to rotate out of the team if they so desire?
b. Will new members be welcomed?
a. How are members selected to join the team?
b. What are its goals and objectives?
a. What is the purpose of the team?
3. How would this philosophy fit in your organization?
2. What elements of more contemporary views of culture and change are expressed here?
1. What elements of the classic views of organizational culture are expressed here?
What advice would you give to Gina in handling situations like this?
What is your reaction to Gina’s approach and her language? How would you diagnose what was happening here?
6. It functions as an organizational control mechanism, informally approving or prohibiting behaviors. (p. 50)
5. It is a unifying theme that provides meaning, direction, and mobilization for organization members.
4. It is a social energy that moves organization members to act.
3. It is a socially constructed, unseen, and unobservable force behind organizational activities.
2. It is made up of such things as values, beliefs, assumptions, perceptions, behavioral norms, artifacts, and patterns of behavior.
1. Organizational culture is the culture that exists in an organization, something akin to a societal culture.
How did you feel about the change? Were you an early convert to the new way of operating or one of the last to give in? What were the reasons for your conversion or resistance? Was your reaction in
How was their resistance overcome?
What were the reasons for their resistance?
How did others in the group or organization react to the proposed change? Which members of the group or organization were most resistant to the change?
Did they force the change on others, or were others involved in the change and agreeable to it?
How did the change come about? Who were the people that triggered the change? How did they bring the change forward? What did they do? What did they say?
4. If the situation merits the conflict, what would need to change to avoid the conflict?
3. Is there opportunity to improve current circumstances? How so?
2. Does the challenge reflect a larger cause that is central to the program or organization’s mission? Explain.
1. Are the stakes high enough to motivate employees? If so, what is at stake?

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