Contingent reward: The degree to which the leader sets up constructive transactions or exchanges with followers. He or she clarifies expectations and establishes the rewards for meeting those expectations

The common information effect refers to the main determinant of how much a given fact influences a group decision is not the fact itself, but how many people happen to be aware of this fact prior to a group discussion

The decision-making checklist includes the following:

1. Are the recommenders “in love” with their recommendation?
2. Were dissenting opinions explored within the recommending team?
3. Where did the numbers come from?
4. Are recommenders overly attached to past decisions?
5. If you had to make this decision again in a year, what information would you want, and can you get more of it now?

Formal Recognition: refers to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done

Team rewards may foster competition between teams, leading to suboptimization of the organizational goals.

Level 1 of repairing trust is: Situation or Person. Relative easy, the situation. People subtract the effect of the situation and attribute what remains to the actor. Provide an external excuse and justification.

These fault lines may split a group into subgroups and provide an informal structure for intragroup conflict/Groups with strong fault lines are more likely to identify not with their group as a whole, but rather, with sub groups inside the team

Informal recognition refers to an individual and/or group providing contingently informal genuine acknowledgement, approval, and appreciation for work well done

LMX Theory: The leader-member-exchange model (LMX) focuses on the relationships that leaders develop with particular subordinates and what leaders of subordinates offer and receive in such relationships

Men are perceived as: independent, assertive and rational – autocratic style while women are perceived as: Women are more emotional, relationship focused, and accommodating – democratic style

Level 3 of repairing trust is: Fixable or Fixed. You have to convince others that it was a stupid mistake and that it will not continue in the future. Each time you move down the level it becomes more difficult to repair trust. Will these issues persist into the future or not? Identify, acknowledge and assume responsibility. Offer an apology that acknowledges both guilt and regret. Voluntarily pay back the violation of the circumstance(s)

Halo Effect: It’s when we make an inference about specific traits on the basis of a general impression. It’s a mental short cut as we tend to grasp with relevant and tangible information, like performance. So we take that relevant information and make attributions about other stuff that are more vague or ambiguous. Pretty much a rule of thumb that lets people make guess about things that are hard to assess directly.

Groupthink: A mode of thinking that people engage in when they are deeply involved in a cohesive in-group, when the members’ strivings for unanimity override their motivation to realistically appraise alternative courses of action

Framing bias: The inconsistency is a preference reversal and reveals the framing bias. Almost any decision can be refrained as a gain or a loss relative to something

True or false: Repeat and reinforce your message during the change process using a variety of media is part of the "Communicate" step in organizational change?

Consolidating uses increased creadibility to change policies, structures, and systems that don't support the vision, hire, promote and develop employees who can implement the vision, reinvigorate the process with new projects, themes, and change agents

Larger teams are more likely to fall prey to groupthink. People grow more intimidated and hesitant as team size increases. Teams with more than 10 members may feel less personal responsibility for team outcomes

Passive MBE is waiting until behavior is a problem before doing something about it

When shifting to "System two" you are utilize a 1) 5 question checklist, focused on the decision-making process
2) Used to uncover "system one" errors and be detached from the recommendations
3) Use for important decisions, not the "rubber stamp" ones
4) The key is to be systematic and disciplined when using the checklist

The following best describes The "Risk Technique" to avoid groupthink: "a structured discussion situation designed to reduce group members' fears about making decisions. The goal is to create an atmosphere in which team members can express doubts and raise criticisms without fear of rejection or hostility from the team"

Discussing in specific terms who is responsible for achieving performance targets or making clear what one can expect to receive when performance goals are achieved is part of Contingent reward

Its better to have contrived dissent over genuine dissent?

When groups are under threat and desire to change, they favor men

The following is how to avoid escalation of commitment to a losing course of action: Set Limits, Avoid the bystander effect, avoid tunnel vision, recognize sunk costs, avoid bad mood and use an external review

Role Congruity Theory: proposes that a group will be positively evaluated when its characteristics are recognized as aligning with that group's typical social roles. For example: we assume teams with male leaders will be successful because their characteristics match up with the characteristics of a good leader.