power
(God father had power cause he could)
ability, capacity, potential. Influence is the exercise of power
What makes use of power
... [Show More] likely—diversity, interdependence, and then how resource scarcity, ambiguity or uncertainty relate to diversity and interdependence:
means you want different things, not need to use power to get something if you want same thing. i
Interdependence:
Cant get it without them getting out of your way or their cooperation, but you're bound together. You have to influence to get what you want.
ambiguous
interupt from your point of view
Resources scarcity make Interdependence increases
Resources scarcity make Interdependence increases bc there isn't enough to go around
structural power
the way work is organized. Based in division of labor in organization. Personal bases of power much more personality or charactericts you have as an individual.
Relevance
ability to cope with critical contingencies. Can you solve important organization problems? The unit you're in relates to the overall goal of the organization.
Dependence
alternatives and how critical: No alternatives and you need it a lot.
The more dependent someone is on someone the more power they have over them. Have more power if there are fewer alternatives and if what they have is critical.
example of Mexican American workers:
steal plant. Stokers ones who shovel coal into fire, not many men who could it, decided they wanted to be paid every few days, organization eventually paid them when they wanted to. BECAUSE THERE WERE NO ALTERNATIVES AND THEY NEED THEM. because they need them.
they were the only ones who wanted to do the job so there was no alternative to the job. Exposure to high heat and strength. Need both conditions.
Control over decision processes:
if you have influence over decision making processes and some kind of power. Better to get in at the beginning when the decisions are first being decided.
Reciprocity
give and take. Do something for someone, building political capital, when you need something for them, they will do something for you
Coalitions
people coming together around something in common, they might not have anything in common most of the time, but they have something in common
Impression management:
positive impression of yourself and further your interests
Framing
how you position or put things. Ability to cater your message to different audiences.
Legitimate
authority
Reward
ability to reward people, that can come from legitimate power, doesn't have to
Coercive
ability to punish people
Expert
expertise
Referent
most individual, carizma (charm) makes it easier to influence people, partly because they don't notice as much.
Ugli Orange exercise: needed different parts of orange.
Found out we had different interests, wanted something different. ISSUE what to do with orange. POSITION was the point you took on them like, I want them all, I need them all, you can have half.
Designed to illustrate those concepts and design integrative bargaining. Compromising isn't the best solution, if you compromise and divide in half, everyone would die.
Distributive
neither parties satisfied. dividing the pie in some way.
integrative
win win, mutually beneficial agreements based on the interests of the disputants.
The five different strategies for handling interpersonal conflict (pressing, avoiding, compromising (dividing in half), accommodating, collaborating)
collaborating is integrative. EVERYTHING ELSE IS DISTRIBUTIVE. Compromising could just be dividing in half.
Distributional versus integrative bargaining—this is really important—most conflict questions relate to it, expanding pie versus dividing pie, what do you have to do to expand pie:
To expand a pie, you have to have different interests or preferences for something. One way to do that is you expand issues then people are more likely to have different preferences for something
BATNA
lingo best alternative to negotiate and agreement. Similar to power. If you have alternatives you will do a better job at negotiating and claiming value. Cost of implicit of buying car is you have to drive to other dealers to try to get lower price. Not what you want.
Reservation price
The place that you walk. Includes the cost of BATNA.
What is bargaining zone
when bargaining for salary and your reservation price is 45 and there's is 50, the bargaining zone is in between. Because at 50 they are going to find someone else and at 45 you're going to find a different job. bargaining zone is in-between. Problem is you don't know what the bargaining zone is.
Logrolling versus making a packaged offer:
put everything together instead of negotiating things piece by piece.
How to differentiate teams versus groups
Groups act as individuals; teams act as a cohesive unit.
Common purpose, Interdependent, and Synergy.
group
collection of two or more people who interact with one another but have no unified purpose.
team
collection of two or more people who interact with one another for a common, positive purpose. ALL TEAMS ARE GROUPS BUT NOT ALL GROUPS ARE TEAMS
What types of trends have made teams more important in HC?
Teams outperform individuals. Higher patient satisfaction. Teams are More creative and productive when they can achieve high levels of participation, cooperation and collaboration.
Team composition—numbers, diversity—implications of heterogeneous versus homogenous
NUMBERS-smaller groups (5-7). DIVERSITY: key for hc dynamic. HOMO: everyone is the same, preform better on simple, well defined, low complexity. HETERO: diversity and differences, preform better on more difficult complex tasks.
Characteristics of high performing teams—generally and in health care—know what is important where
General: team identity, mutual trust, and group efficacy. Clinical teams: shared mental models, mutual performance monitoring, and back up behaviors.
Group think—What it is and characteristics of it, what is impact
all members conform and accept the ideas of strong other. occurs when a group makes faulty or ineffective decisions for the sake of reaching a consensus.
Groups affected by groupthink will disregard realistic alternatives and typically choose more illogical approaches in an effort to maintain harmony within the group. As a result, the outcomes of decisions shaped by groupthink have a low probability of success.
and how you can avoid group think
Define rules and processes for decision making and uphold them.
• Divide group members up into smaller brainstorming groups before sharing ideas with the larger group.
• examine all alternatives before making a decision.
• Invite outside experts in to share their perspectives.
• Ask leaders to hold their opinions or ideas until after the group has had a chance to express their opinion.
• Have a designated evaluator or 'devil's advocate' in the group to challenge ideas and decision
Know what devil advocate is
: where an individual in the group is allowed to become the critic in the proposed decision. This decision technique helps prevent groupthink and increases the chance of a high-quality decision. It also helps prevent companies from making expensive, risky decisions.
• Have a designated evaluator or 'devil's advocate' in the group to challenge ideas and decision
Why are status differentials a problem in health care and how can it be solved?
hierachry between physicians, nurses, and other staff. causes problems and miscommunication that lead to harm the patients. example: rectal earache, when nurse misread the orders and administered ear drops to someones bottom.
Crew resource management
is the solution. open communication to all. physicians are higher states, trained to receive info from lower status. nurses are lower status, trained to speak up.
Minimally invasive surgery—which teams were most successful and what does this illustrate?
Players the same, New technology alters nature of team's work, Surgeon must rely on team more, Fast learning teams- Kept teams intact, chosen for skills for working together, Surgeons as empowering "the ability of the surgeon to allow himself to become a partner, not a dictator, is critical".
Getting along= performance.
Diabetes family fund—what were its goals and what choices did they make to implement it?
To support innovation, collaboration, and mentorship to make a difference in the lives of children/adolescents. Philanthropist giving $10 million dollars to fund new initiative to prevent and treat diabetes
Emphasis on collaboration.
Models of decision making—rational decision making, bounded rationality, garbage can (simplified from class not text), general characteristics, what assumptions does rational model make compared to others, what does it mean to satisfice:
Bounded: Satisficing (good enough) rather than optimizing strategy
Rational- similar goals, Economic model, analysis of problem followed by choice and then implementation. ASSMUES INFO AND TIME ARE NOT RESTRICTED, AGGREEMENT ABOUT GOALS, AND SKILLED DECISION MAKERS
Garbage
reverse traditional decision model (driven by problem, have to figure out solutions, select solutions, implant) solution looking for problems, have an idea looking for best time to implicit it. Have an agenda, but have you wait for right time.
Communication as transfer of meaning
Transfer of meaning using, Words, tone, and body language. Sender—message—receiver.
Richness in communication by type of channel (in person more than phone ect).: Person
Noise in communication-where does it come from?
People make different assumptions, interrupt things differently, transfer of meaning, wrong interpreting
Garage window example—assumptions we make:
it's a diamond so if you double the the area it makes a square.
global communication
always do it or never do it. people have harder time hearing it if its global
Communication styles—(2x2)—which are highest on each.
General idea of how to communicate with each.: characters of each. Organized fashion: systemic
Listening—active, reflective
active- paraphrase, summarize.
Reflective: reflect back emotion you hear, seem upset
Josie King vide
communication break downs between teams, between nurses and doctors, different team wards, mother and child [Show Less]