OK Let’s try again:. Name, how you wish to be addressed? Given what you understand about the course so far, what do you hope to learn? Share something that will help us know you. ?. Form Groups. Mill and find others or they will find you. We have 20 enrollees so we need 4 groups of 5.
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Mill and find others or they will find you.
We have 20 enrollees so we need 4 groups of 5.
Choose a point person.
“Most working teams I have known, in school, on my job, or elsewhere have been high performing, well lead, effective, and satisfying experiences.”
“Judge others by their questions rather than by their answers.” Voltaire (1694-1778)
A good question of shared inquiry is:
So why do so many work teams either struggle unpleasantly toward an unsatisfactory conclusion-or, worse, crash and burn shortly after launch?
What ‘cha think? So let’s inquire a while?
Who should participate with you in your development?
Role of mentors
Variety of experiences
Presentation (oral and written) skills
Comfort with conflict
Showing up at the “table”
Value of cross-cultural
Political and volunteer organizations
Keeping a log/diary
Writing/rewriting your obituaryHave You a Leadership Development Plan?
A Systematic Approach
Learning from Experience
Want one of mine? Sells for $35.00; publisher gives us $4.50 a copy which Bob and I split. (That’s why I’m still working and our publisher retired to Florida.) It has empirical research to support the assertions.
Hot off the press: half baked? From the “flyer”: Quote for the flyer: Structured so it can be read in time chunks, consistent with the ’60-Second’ proposition.”
It helps to have “seven”since the success of Stephen Covey
Opps: Make That EightThe Seven Habits of Highly Effective People, was extremely successful and has sold over 15 million copies worldwide since first publication in 1989.
How I Blew It!
Behavior is to be understood as a function of: Individual, Situation
B = (f) I, S(I)Individual Dispositionalattributes/”personality/traits (values, attitudes, experience, education, etc.)(as they interact with)(S)The Situation as the individual makes sense of (understands) it.
The tendency to over emphasize I>S
http://management.about.com/gi/dynamic/offsite.htm?zi=1/XJ&sdn=management&cdn=money&tm=14&gps=393_545_1020_541&f=20&su=p284.21.140.ip_p554.2.150.ip_p284.2.420.ip_&tt=2&bt=0&bts=0&zu=http%3A//www.aflcio.org/corporateamerica/paywatch/ceou/U of Mo salaries http://www.columbiabusinesstimes.com/index.php
In 2005, the average CEO of a Standard & Poor's
500 company received $13.51 million in total
The Corporate Library’s 2006 CEO Pay Survey, The Corporate Library, September 29, 2006
The OBSERVOR infers causes of others behavior from the attributes of the actor.
ACTORS infer causes of own behavior from the situation.
The actor/observer difference is the tendency to see other people’s behavior as dispositional caused, but focusing more on the role of situational factors when explaining one’s own behavior.
One reason for the actor/observer difference is perceptual salience (figure vs. ground): actors notice the situations around them that influence them to act, while observers notice the actors.
The actor/observer difference also occurs because actors have more information about themselves than do observers.
Get these and the rationale for how this course is taught will be understood:Avoid the Fundamental Leadership Attribution Error To Lead Teams, Work on the Situation Rather than Trying to Fix the Individual(s)
Attending to Our Situation