FORMULATING STRATEGY: TEAMS AND DYADS

Professor Drew Carton Mgmt 101 Lecture: Week 6, Fall 2013

KNOWLEDGE FOR ACTION

KNOWLEDGE FOR ACTION

Strategy Formulation

Strategy Implementation

Organizational level

Unit level

Team level

Dyadic Level

Individual level

KNOWLEDGE FOR ACTION

...I have one goal: to MAXIMIZE YOUR LONG-TERM RETENTION OF THE MATERIAL. INFORMATION RETAINED IN THE SHORT-TERM = MOSTLY USELESS. INFORMATION RETAINED IN THE LONG-TERM = KNOWLEDGE!!! 1. Depth of content, breadth of approach 2. Schema fitting!

You have several goals: Learning, grades, job

Leave negotiation case at your desk at the end of class. Please do not take it with you! Also, please do not write on the case. Thank you!

KNOWLEDGE FOR ACTION

FORMULATING STRATEGY IN GROUPS: MANAGING BASED ON HOW WE THINK

Theory Groups favor knowledge shared by the majority of members

Representative study Hidden profiles (Stasser & Titus, 1985)

Example Evaluating job candidates after one-on-ones and group interviews

Application Design teams with multiple knowledge subgroups

KNOWLEDGE FOR ACTION

FORMULATING STRATEGY IN GROUPS: MANAGING BASED ON WHAT WE HAVE

When we have power and/or authority Theory There is a tradeoff between efficiency and effectiveness Representative research Representative research: Coalition building (Finkelstein, 1992) When we do not have power and/or authority Theory Power in numbers

Hierarchy and effectiveness

(Damanpour, 1991) Example Example Citi-bank

IDEO

ouster

Application

Application

Strike the appropriate balance when

determining decision making rules

Coalitions will often allow you to

accumulate more clout than individual efforts
KNOWLEDGE FOR ACTION

FORMULATING STRATEGY IN GROUPS: MANAGING BASED ON WHO WE ARE

Theory The prospect of speaking out creates extreme anxiety for many people

Representative study Asch (1951)

Example

Arthur Schlessinger, Jr. and the Bay of Pigs

Application Assign a devils advocate

KNOWLEDGE FOR ACTION

FORMULATING STRATEGY IN GROUPS: PUTTING IT ALL TOGETHER

Representative topic Brainstorming

Examples

IDEO
Blackberry

Application
1. allow people to first brainstorm independently managing based on how we think 2. do not evaluate during initial phase of brainstorming

managing based on who we are + how we think

3. when you have power, do not make a final decision too quickly managing based on what we have + how we think
KNOWLEDGE FOR ACTION

Strategy Formulation

Strategy Implementation

Organizational level

Unit level

Team level

Dyadic Level

Individual level

KNOWLEDGE FOR ACTION

FORMULATING STRATEGY IN DYADS: MANAGING BASED ON HOW WE THINK

Theory Our judgments are biased if we do not reach an independent judgment before hearing someone elses judgment

Representative research Mental contamination (Wilson & Brekke, 1994)

Example Class exercise

Application Ensure independent judgments Average Two heads are better than onebut only when theyre two independent heads
KNOWLEDGE FOR ACTION

FORMULATING STRATEGY IN DYADS: MANAGING BASED ON WHAT WE HAVE

When we have power or authority When we do not have power or authority Theory More powerful are less likely to incorporate others opinions Representative Study

Power and perspective taking (Tost

et al., 2011) Example

Representative study
De Dreu et al. (2000) Example

Kevin Sharer
Application To re-calibrate toward the opinion

Sinai Peninsula
Application Expand your understanding of what

of others, use a comprehension

focus rather than a persuasive focus or an evaluation focus

is being negotiated

KNOWLEDGE FOR ACTION

FORMULATING STRATEGY IN DYADS: MANAGING BASED ON WHO WE ARE

Theory People seek advice from those who are most similar to them, even when

this similarity is not based on expertise

Representative study McDonald & Westphal, 2003

Example Observational research on homophily (McPherson, 2001)

Application Seek out those who are different from you

KNOWLEDGE FOR ACTION

FORMULATING STRATEGY IN DYADS: PUTTING IT ALL TOGETHER

Representative topic Knowledge seeking

Example Collaboration in science

Application Target someone who is different from youresist the temptation to seek out ingroup members who we are The more powerful person will have more say in how to use information what we have If you have more power, calibrate the way that the perspectives of (1) you and (2) the person you are seeking knowledge from are blended what we have + how we think
KNOWLEDGE FOR ACTION