a) mystery case: one must compose the team well. We all picked partners sitting next to each other. we all had a fear of what if I dont find a team mate and didnt even think about strengths and weaknesses.
It is necessary to overcome stereotypes in our own brain.
b) desert survival case: make your voice heard in a team. It is on you to make your voice heard.
c) lego case: can we do real team work with all type A people. How do you trust someone else or how do you set up an orgaization
d) coin transaction: behavior of human beings depending upon which hierarchical level they are in. If you are in top, you define the rules. people in layers below are more friendly.
e) Build painting exercise: not easy to be in management: making fast decisions and keeping employees engaged/motivated...critical to be open to feedback....
I was playing the role of executive management...disaster until half time off site meeting...hierarchies must be broken...work force must be fluid and goal oriented and not task oriented....information transfer/communication slows down if too many levels...middle management does not convey every information to top layer and its a challenge to get that information without making them feel vulnerable of their position...
career workshop
1. If people are given random choice to pick top ten careers they want (ignore their current commitments); you can learn a lot about them, their thoughts, their internal conflicts. - eg. CEO and housewife
Key points from David Dodson class
Managing Crisis - lecture 4 - JIm prescott case
Never tell: "you are right" or "You are wrong"
In unplanned situations, ask for time and/or different frame
Never spin, because you loose the trust.
"I need you". we got into this mess together. I am the captain, so I share disproportionate responsibility.
"Fair question. I want everybody to know the mechanics of infoirmation for bonus. You guys can share information with each other. And you may anyways want to do that. However, I think bonus must be discussed 1-1."
If sudden answer expected, you say, "I wanst prepared for this kind of meeting. I want to know your thoughts. ...You guys deserve a thoughtful response. I would like to formulate my thoughts and talk to you tomorrow".
three factors
1. reputation 2. Money 3. Trust
In turn around process, liking and effectiveness dont go together.
Key points from David Dodson class
Managing Crisis - lecture 4 - JIm prescott case
Never tell: "you are right" or "You are wrong"
In unplanned situations, ask for time and/or different frame
Never spin, because you loose the trust.
"I need you". we got into this mess together. I am the captain, so I share disproportionate responsibility.
"Fair question. I want everybody to know the mechanics of infoirmation for bonus. You guys can share information with each other. And you may anyways want to do that. However, I think bonus must be discussed 1-1."
If sudden answer expected, you say, "I wanst prepared for this kind of meeting. I want to know your thoughts. ...You guys deserve a thoughtful response. I would like to formulate my thoughts and talk to you tomorrow".
three factors
1. reputation 2. Money 3. Trust
In turn around process, liking and effectiveness dont go together.
