Groups: Members’ tasks are Independent from each other, Accountability for Individual Performance, Unspecified time together

as most conversations 3) Communicates with everyone equally and making sure all team members get a chance to contribute 4) Is not necessarily
often not linked to specific task/goal an extrovert, but are comfortable approaching other people 5) Actively listens
Teams: Members tasks are interdependent, Shared accountability for performance, Specific art of time to complete shared task | Collection What Causes Process Losses vs Process Gains on a Team?: psychological safety, common knowledge effect, 5 Team Dysfunctions,
of 2+ individuals Nature of Conflict in a Team
- use a team rather than alone when tasks/goals becoming more interdependent, more complex, need more flexible labor force, need 1)Psychological safety- shared belief that team is safe for opinions of all team members to speak up
faster response to change 2) Common Knowledge Effect: Focalism, groups tend to talk about common info over unique info (Note, competition is frequently
- (+): build relationships, combine resources, increase creativity, shared ideas, jointly solve problems, better solutions to complex overlooked) —-? PREVENT: when making a large decision ask “are we looking at the relevant data? Are we focusing too narrowly on any
problems aspect of this decision/missing info?”
- (-): May take more time, process losses can > process gains if coordination costs exceed benefits, conformity (groupthink, minimal 3) Lencioni’s 5 Team Dysfunctions: 1) Absence of trust: Unwilling to be vulnerable within the group 2) Fear of conflict: Seeking artificial
group effects), getting along valued more than getting work done, shirking (social loafing, free-riding, loading limiting), weakest link harmony over constructive debate 3) Lack of commitment: Feigning buy-in creates ambiguity 4) Avoidance of accountability: Avoiding the
concerns, teams tend to clump at high or low end of performance continuum responsibility to call out peers 5) Inattention to results: Focusing on personal success before team success
- The Cost of Teams: coordination costs are inherent in teams (time for member interaction, conflicts, social loafing, groupthink) & must - Tackling 5 Dysfunctions: 1) Trust: team building exercises, 360 feedback, create safe environment 2) Conflict: conflict resolution,
be managed to not exceed benefits of teams understand individual needs, leader model behavior 3) Commitment: cascading goals/messages, clear roles, Leader communicates
- Avoid bandwagon by asking do people need to work together to get tasks done effectively? Is the task interdependent? Is it complex? Is constantly 4) Accountability: publish goals/standards, regular progress reviews, team rewards, leader allow tea, to hold one another
relevant expertise dispersed among multiple people? accountable 5) Results: public results, results based on reward/recognition, leader set the tone/be selfless
Types of Teams: Work (Intact teams that are hierarchically managed to do an orgs tasks, well-defined common purpose), Self Managed 4) Types of Conflict: task (conflict over goals of the group) Process (over how the work will get done) Relationship (individuals dislike each
Teams (Intact work teams with skills, autonomy, + Info to manage task performance itself), Project (assembled to tackle a particular other)
problem/task; varies in time; can be from same/diff departments), Cross-Functonal (members from diff departments meet periodically to • Conflict Management: continue the convo/conflict, avoid a “correct” answer, don’t take sides, push for the best answer in the moment
solve common problems & coordinate across the departments) Virtual (Members are physically dispersed/tied together w/ info technology) (minimize relationship conflict, attain/maintain healthy levels of process and task conflict, build trust, “yes and”)
Self Managed Teams: Work Design (have common goals/purpose, control over their task methods/scheduling/quality, receive direct • Conflict Resolution: conflict ends, finish convo, decide correct way to address an issue, rebuild team trust/psyc safety
feedback of results), Composition (multi-skilled members, high social and growth needs), Process (Joint decision making, coordination of • Team Problem Solving: 1) Problem Recognition: Problem sensing, Problem formulation 2) Planning for Change involves: Recommending
efforts, conflict resolution) solutions to problems, Preparing plans for intervention 3) Implementation involves: Putting plans into action, Review of outcomes and
Virtual Teams: (+) diverse expertise over geo/time, share knowledge of diverse markets, cut real estate costs, reduce work-life conflict, taking corrective action
reduce commuting/travel expense (-) difficult to establish trust/cohesion/cooperate behavior/commitment, lack of nonverbal cues, lack of • Addressing Destructive Conflict (Interpersonal conflicts): 1) Find the root cause of the conflict 2) Address the affective portion of the
collegiality, diff in local laws/customs conflict (don’t recommend ‘just get over it’ every time) 3) Facilitate reappraisal: Was that really what happened?Is there another viewpoint
- optimizing virtual teams: task are interdependent/challenging, initial face2face/video conference, clear tasks/processes, agreed on the issue? What was the intent of the conflict? What is the bigger picture around this event?
deliverables/milestones, regular coaching by leader (right team, leadership, touchpoint, tech) DEI: Diversity, Equity, + Inclusion:
Cross Cultural Teams: “the collective programming if the mind that distinguishes one group from another by hofstede”
- some degree of adaptation is good, but complete assimilation is ill-advised, acknowledge differences then focus on shared goals, build Defining Diversity: represents multitude of individual differences and similarities that exist among people
1) Primary dimensions: Inborn differences that have an important and life-long impact on socialization 2) Secondary dimensions: diversity
trust/be curious, engage in perspective taking, avoid defensiveness can change throughout the life of the individual 3) Intersectionality: the intersection & interconnected nature of many aspects of identity and
The Group Development Process: Tuckman’s 5 Stages: 1) Forming (Team members come together for the first time. There is a lot of categorizations
uncertainty about the team’s purpose, structure, and leadership) 2) Storming (Intragroup conflict emerges as some team members jockey Identity diversity: all the ways in which people differ from one another (ex: ethnicity, age, language, ability, etc.)
for status. There is still no formal team structure.) 3) Norming (Close relationships and cohesiveness develop. Group structure solidifies.) 4) 4 Layers of Diversity: Org Dimensions(division dept, work location), External Dimensions (income, habits, religion, education), Internal
Performing (Group structure is fully functional and accepted. Group energy moves to performing the task) 5) Adjourning (Preparation for Dimensions (age, race, gender), Personality
disbanding. Wrapping up activities.) - 2 Diversity Performance Bonuses: 1) teams do better w/ wider range of ideas 2) individuals do better bc everyone has the app to perform
- Individual Issues: 1) ‘How do I fit in’ 2) ‘what’s my role here?’ 3) ‘what do the others expect me to do?’ 4) ‘how can I best perform my
up to their potential
role?’ 5) ‘what’s next?’ - 2 Steps to Realize Benefits of Diversity: diversity workforce by reducing bias (contact hypothesis), creates inclusive environment to
- Group Issues: 1) ‘why are we here?’ 2) ‘why are we fighting over who does what?’ 3) ‘can we agree on roles + work as team?’ 4) ‘can
realize full potential
we do the job properly?’ 5) ‘can we help members transition out?’
- Limitations: some research support, not all groups go through all stages, not all stages happen in order Equity: access, resources and app are fairly provided for all. Includes fair pay/recognition, trying to understand/give people what they need.
Equality: sameness. Promotes fairness/justice by giving everyone the same thing. We must ensure equity before we can enjoy equality
Punctuated Equilibrium: P1: first meeting sets a groups direction followed by stable functioning->Transition: dramatic change establishing Inclusion is Belonging “diversity is being invited to the party, inclusion is being asked to dance”: belonging stems from inclusion and allows
new norms, roles, objectives-> P2: stable functioning follows w/ last meeting of markedly accelerated activity
- Tuchman’s vs PE: T: co-creation of experience vs implicit models are used initially | conflict is art dependence on the group vs Conflict people to feel accepted/imp/valued
Inclusion: feeling valued for your unique identity and belonging to a wider group (+) Job Security, access to info, decision making influence,
over roles and timing | work is done once team is ready vs Work is done via deadlines | all experiences in the team are crucial vs fair/equitable treatment, leadership commitment, awareness of bias, freedom to express uniqueness, sense of belonging
midpoint is key stage - feeling like an “insider” instead of an outsider at an activity/event/workplace = see people who look like you in books/movies/tv, role
Keys to Team Effectiveness: Real Team (stability in the group membership over time) Compelling Direction (A clear purpose that relies on models like presidents/CEO/governor in your industry
end goals) Enabling Structure (group’s dynamic must be producing good, not bad structure, right numbers and mix of members, enforced - Ors w/ inclusion cultures are 6x more likely to be innovative, 6x to anticipate change/respond effectively, 2x meet or exceed financial
norms of conduct) Social Support (The group must have a system to collaborate properly (rewards, IT systems)) Coaching ( Opp for a goals
coach to give help) Lack of Diversity/Inclusion Caused by: unconscious/conscious biases, inaccurate stereotypes/prej, historical disadvantages/privilege,
Team Analytical And Design Model: behavioral norms, org structure policies (no flexible work time for parents)
1) Organizational Super Systems: Extent to which the org supports team-based vs. individual based work systems, org culture Inclusion Checklist: 1) messaging that values differences: communicate by high status people, celebrate diversity in everyone 2) include
promotes team system. Employee selection process that screen effective team aptitude, performance management system, physical broad array of people, cultures, religions in displays 3) offer various app for socializing/networking
setting 1- multiculturalism: people’s differences are recognized and valued : “At [name of firm], we strive to create a culture of inclusiveness, one
2) Team Composition: #of members, required task knowledge/skills, effective social skills/EI, personality characteristics like open to differences in people, backgrounds and ideas”
extraversion/agreeableness/conscientiousness 1- Multicultural messaging has shown to lead to greater belonging, trust in the organization, and higher performance among minority groups
3) Team Structure: Roles (expected behaviors for particular pos. In team) Leadership (formal vs. informal) —Task Roles: enable teams 1-Colorblindness: people’s diff are not recognized: “At [name of firm], all persons, without regard to differences among them that do not
to define, clarify, and pursue a common purpose 1)Initiator: suggests new goals/ideas) 2) Recorder: documents discussions and matter in the workplace, shall be respected and valued fully, so that each person may maximize his or her potential.”
outcomes) — Maintenance Roles: foster supportive and constructive interpersonal relationship 1) Encourager: praising different points 2- Masculine images are prevalent (e.g., posters depicting businessmen) in business spaces. • Women who saw a desktop screensaver of
of view 2) Gatekeeper: encourages all members to participate 4) Harmonizer: mediates conflicts (encourager, harmonizer, a male leader (or no image) performed worse on a speech than women who had seen a female leader.
compromiser, gatekeeper, standard setter, commentator, and follower.) How We Make Decisions: System 1/fast: automatic instinctive emotional mental shortcuts (stereotypes) vs System 2/Slow: logical,
3 Characteristics of teams/groups: dependence, accountability, time deliberate, more cognitive effort
Formal Groups: assigned by org/managers to accomplish specific goals Stereotypes: culturally produced, shared mental shortcuts that shape perception and behavior. Can be good or bad.
Informal Groups: get together through friendship/common interest Prejudice: emotions aroused when interacting with people from distinct social groups; biased evaluation of a an individual or group based
Team players: Committed, collaborative, competent on actual or perceived characteristics.
Norms: informal rules that govern member behaviors (“a good team member should ..” Performance norms (high vs low), psychological Discrimination: unequal treatment of individuals or groups of individuals.
safety: interpersonal trust and mutual respect, conversational turn-taking + empathy, How stereotypes Hurt Orgs: 1) Hiring: Stereotyping can result in missing out on top talent. 2)Attrition: Employees may leave organization.
Cohesion: degree to which norms are accepted + followed (degree of compliance h/l) 3) Less diversity: Employees will be less diverse and miss the benefits. 4) Lack of inclusion: The organization will fail to retain and leverage
4) Team Process: 1) Process Gains/Positive Synergy: info sharing, task coordination/collab, trust, flexible/innovative behaviors 2) the talents of underrepresented groups.
Process Losses/Coordination Costs/Negative Synergy: groupthink (excessive cohesion/conformity), low trust, social loafing (free rider) Social Identity Groups: based on physical/social/mental characteristics of individuals sometimes obvious and clear/often self claimed like
1) Stop social loafing: limit group sizes, clear roles/accountability, feedback/call outs, cultivate cohesion/emotional bonding racial groups are self claimed), other social identities are claimed but not announced like sexual orientation/religion/disability status
5) Team task: Simple/Independent (people can work alone) -> Complex/Interdependent (need to work together) Privilege operates to normalize some identities over other: 1) privileged group: hold unearned privileges in society 2) marginalized groups:
Team Interdependence Types: 1) Pooled: each works independently, results combines (sales reps) 2) Sequential: each stage dependent disenfranchised/exploited
on previous (assembly line) 3) Reciprocal: all members exchange and build on work of others (i.e. hiring process) 4) Comprehensive: all Microaggressions: the everyday, subtle, intentional or oftentimes unintentional interactions or behaviors that communicate some sort of bias
work together on all aspects (product development – games, apps) toward historically marginalized groups. (Ex: ignored/overlooked, expected inferior abilities, talked down to, your ideas minimized, someone
6) Team Outcomes: performance of projects member satisfaction, turnover claims your ideas as their own, treated over intimate way, stared at/objectified, excluded from convos) spectator/receiver/bystander
Trust: willingness to be vulnerable to another person, belief other person will consider the impact of their intentions/behaviors will affect
you (Safeguards against job stress) 1. Contractual trust: trust of character, Delivering quality work on time, completing tasks 2. Org Structure
Communication trust: trust of disclosure, Telling the truth, candid abt challenges and limitations 3. Competence trust: trust of We need to address two key questions:1. How to divide labor? Who is doing what? 2. How to coordinate and control labor?
capability, Demonstrating good business sense, technical ability, professionalism What is the Purpose of Org Structure? Clarify relationships, establish lines of authority, clarify ways of communicating,
Team Debrief Essentials: active self-learning, developmental intent, specific events, multiple source of info, 18 min avg, improv coordination of activities to meet goals, enable efficient decision making, achieve company objectives
21-35% 7 TYPES OF ORG STRUCTURES
Teams perform better when they: 1. Have a high-quality plan 2. Share that plan 3. Learn and improve over time — Briefings and Traditional: focus within org, vertical hierarchy → define clear departmental boundaries & reporting relationships
debriefings can help, but they do not guarantee good planning. 1.Functional– by business function (+) high speciation, efficiency, economies of scale (-) divides people → silos, reduce
Characteristics of a Great Team: 1) Everyone on the team talks and listens in roughly equal measures, keeping contributions short and collaboration, increase communication time BEST FOR: small co., divisions of large orgs, some gov org
sweet 2) Members face one another, and their conversations are energetic 3) Members connect directly with one another, not just the 2.Divisional– by similar products/customers/geography, “product structure” “profit center approach” (+) focus & coordination (-)
team leader 4) Members carry on back-channel within the team 5) Members periodically break, go exploring outside the team, & bring less efficient, duplication of effort BEST FOR: large co w/ sep divisions built on diff tech/geographies/customers
information back 3.Matrix– vertical + horizontal, combines functional & divisional chains of command → grid w/ 2 command structures (+)
High performing Team: Compelling team purpose/goal, Clear goals and responsibilities, Appropriate mix of knowledge/skills, Trust coordination across projects, efficient alloc of professionals to projects (-) power struggles, confusion/stress, requires strong
and communication, Power and empowerment, Early and effective conflict resolution, Norms for collaboration leadership BEST FOR: need stronger horizontal alignment & cooperation
3 Elements of Communication that Affect Team Performance: 1) Energy: The # & nature of exchanges between the team, face2face is - Frequently fail bc management fail to create complementary changes + Increasingly used in international markets (ex. Sbux)
most valuable/then phone 2) Engagement: equal distribution of energy 3) Exploration: communicating w/ members outside your team 4. Horizontal (non-traditional): team & process-oriented, flatten hierarchy through horizontal work flow → diminish department
tactics: reorganize seating, more face2face, manager sets example, feedback boundaries & reporting relationships & improve collaboration among common projects BEST FOR: needing greater efficiency/
3 C’s of Effective Teams 1. Charters and Strategies (Team charters describe how team will operate, share info, hold accountable, flexibility to rapidly respond to customer needs (+) bus focused, flexible, reduces control/coord $$ (-) hard to implement,
deal w conflict, et, Team strategies: set deliberate plans that outline what the team is to do) 2. Composition (Describes collection of requires new skills/methods & sophisticated IT
jobs, personalities, knowledge, skills, abilities, experience lvls) 3. Capacity (Ability to make needed changes in response to demands Open Structures: focus beyond org, vertical hierarchy, rely on technology & flexibility → max potential value by outsourcing &
put on the team) external collaboration
Ideal Team Member: 1) “Natural leader” or “charismatic connector” 2) Circulates actively, engaging people in short, high-energy 5. Hollow/Network – designed around central core of key functions, outsources other processes for cheaper/faster, “network
structure diff viewpoints) 6) Team Player (support other teams/be a good player w/ others) 7) Technical Problem Solver (identify problems/solve them
(+) gain scale w/o mass, flexible, adaptive, access new markets (-) loss of control, requires org trust w/ expertise&experience) 8) Entrepreneur (novel solutions -> increase efficiency/profitability) 9) Strategic Planner (plan for future)
- BEST FOR: strong price competition & enough companies to perform required outsourcing Positive Organizational Behavior: positive human characteristics that can be measured, developed, and effectively managed for
- Increased demand for freelance workers → online industry, companies hire for micro-tasks or short-term assignments performance improvement. Method: mindfulness & HERO (hope, efficacy, resilience, optimism) GOAL: flourishing PERMA (positive emo,
6. Modular– outsources production of product parts from external contractors to assemble (ex. Boeing plane) (+) gain scale w/o mass, engagement, relationship, meaning, achievement)
flexible/adaptive, quickly access new markets, agile (-) loss of control, difficult to form & manage, requires trust between/among orgs Resilience: capacity to recover quickly from difficulties, elasticity, ability to spring back
Ensures quality requirements of parts, arrive in time, compatibility for assembling USEFUL: when co can identify product modules & create
design interfaces that allow it to assemble Why Teams Don’t Work
7. Virtual– internal or networked external, after covid not a separate structure but used to support many structures • Ineffectiveness in Teams: larger groups, no compelling direction, lack of coaching
(+) respond market opp (wider pool), get things done quickly (one-stop shops),low exit costs (no facilities/travel $) (-) $$, low employee • Common fallacies of teams: 1. teams that work together harmoniously are better and more productive than teams that don’t, 2. Bigger
committment BEST FOR: need to explore new market opp by partnering w/ other orgs, or rapidly deploy new potential bus model teams = more work being done 3. Team members get more comfortable w/ each other and efficiency falls
5 Contingency Approach Less vs More Structure: 1. Strategy/Goals (innovation v. Efficiency) 3. Market Uncertainty (dynamic v. stable) What Google Learned From Its Quest to Build the Perfect Team
4.Size #people (small v large) 5. Decision Making (decentralized v centralized) 6. Technology (non-routine v routine) • Psychological safety within teams is critical: open comm, empathy, mutual respect
Org Culture: The set of shared, taken-for-granted, implicit assumptions that a group holds and that determines how it perceives, thinks • Key characteristics: equality in distrib. Of conversation, high average social sensitivity, psyc safety,
about, and reacts to its various environments. • Googles Project Aristotle: Identified psychological safety as the most critical factor, data-driven approach encourage emotional
4 Characteristics: 1. Shared Concept 2. Learned over Time 3. Influences our behavior at work 4. Impacts outcomes at multiple levels conversations + discussion of norms
4 Functions: establish org identity, encourage collective commitment (company mission), ensure social system stability(performance based • Implications: prioritize emotional connections and honesty.EQ → significant role in driving team success.
awards), act as a sense-making device 5 Key Google Team Effectiveness: 1) Psychological safety: People feel safe to express their ideas and beliefs without fear of negative
Person-Org Fit (P-O): The extent to which an indv.’s personality + values match w/ the climate/culture of an org consequences — How to create?: Get to know one another -> Establish safety norms -> Show vulnerability -> Safety via feedback 2)
3 Levels of Org Culture (Schein’s): 1. Basic underlying assumptions (fundamental premises that we hold that guide behavior) 2.Espoused Dependability: Team members get things done on time and meet Google’s high bar for excellence 3) Structure & clarity: Team members
values (explicitly stated norms preferred by org) Enacted Values (norms exhibited in employee behavior) 3. Observable Artifacts/symbols have clear roles, plans, and goals 4) Meaning: Work is personally important to team members 5) Impact: Team members think there work
(what you observe, stories, rituals, physical structures) matters
How do org cultures form? Values of Founder -> selection criteria -> top management -> socialization-> org culture - who is on a team matters less than how the members interact, structure their work + view contributions
Maintaining culture: 1. Selection (motivations, expectations, abilities, skills, values) 2. Training/socialization (role Getting Virtual Teams Right
modeling, teaching, decision making, leadership, comm, conflict management) 3. Performance management (goals, KEY TAKEAWAY: Virtual teams perform most efficiently when teams are small, have designated subgroups, & consist of diverse abilities;
feedback/evals, incentives, rules, punishments) 4. Systems (structures, physical layout, job design) when leadership encourages openness; when initial meetings are strong; when reliable communication forums are utilized
Clan Culture (collaborate) internal focus, values flexibility>control, encourages collaboration/trust/support, employee-centered/family-like 1. The Right Team: People (good comm skills, high EI, can work independently) Size (small, fewer than 10 people) Roles (devise
Means: cohesion, communication, empowerment = Outcome: high morale, commitment, devotion of resources to development/hiring Ex: appropriate subteams; core/strat, operational/day2day, outer/temp)
Southwest & Twitter 2. The Right Leadership, Encourage members to describe backgrounds, open dialogue, Clarifying goals & guidelines, Rules reduce
Hierarchy Culture (control) internal focus, stability/control valued, formalized/structured work environment | Means: internal process, uncertainty & enhance trust → improved productivity (i.e. no multitasking on calls)
extensive measurement, variety of control mechanisms = Outcomes: Efficiency, timeliness, consistency of quality/safety, reliability of 3. The Right Touchpoints, Initial meeting to set expectations for trust & candor, goals & guidelines; eye contact/body language → trust,
producing products/services ex: McDonalds Onboarding: give same in-person welcome; fly them into HQ or other location to meet; pair newcomers w/ mentor, Occasionally get ppl
Adhocracy Culture (create) external focus, less structure, beuracacy, flexibility valued/avoid micromanaging, creation of new tog to celebrate achievement of short-term goals or crash tough problems
products | Means: adaptability, creativity, agility, Don’t rely on centralized power & authority relationships, Encourages employees to 4. The Right Technology: Use systems that don’t require access codes for one-on-one & group conference calls, Direct call & text
take risks/experiment with new ways to accomplish tasks = Outcome: Innovative Products, growth ex: google & Spotify Cultural Intelligence: capability to adapt effectively to new cultural contexts (national, regional, company, function, profession)
Market Culture (compete) strong external focus, stability/controled valued, competition, customer profits > employee development/ • 3 Components: cognitive, physical, emotional/motivational
satisfaction| Means: customer & comp focused, productivity = Outcome: market share, profit, resultEx: Pepsi, Amazon • Resides in head (devise learning strategies; observe clues to culture’s shared understanding) body (show ability to mirror customs &
gestures of colleagues), & heart (: believe in your own efficacy; deep rooted confidence)
Organization Change • 6 profiles: Provincial, Analyst, Natural, Ambassador, Mimic, Chameleon
Themes: organizations facing complex and rapidly changing competitive environments • Not a question of whether to change but how much
to change and how often to change • Type of change needed to compete in today’s environment is moving from incremental and discrete • Cultivating CQ steps: Examine strengths/weaknesses, Select training for weaknesses, Appy step 2, Organize resources to support
approach, Enter cultural setting needed to master, Reevaluate new skills & their efficacy post-feedback
change towards revolutionary and continuous change • Organizations need to learn how to adapt and transform themselves. This is key to
sustained competitive advantage • 1) Cognitive CQ: ability to plan for/recognize differences 2) Emotional CQ: comfort, confidence, desire to adapt 3) Physical CQ:
capability adapt non-verbal/verbal behaviors
Types of Org Change: (Magnitude of change: incremental vs revolutionary) (Timing of Change: discrete vs Continuous) Managing DEI at Yelp
- Fine Tuning: continuous incremental - changes in the Pepsi/coke brand over the years - 2004 Culture: Yelp embraced a casual and egalitarian culture, with employees, including the CEO, working in an open-floor office plan.
- Adaptation: discrete incremental: mattel adapts barbie beyond the “blond’ original The company emphasized transparency and camaraderie by celebrating milestones with "Yelpiverieries" and holding all-hands meetings.
- Revolution: smartphones Transformation: IBM from computer company to consulting - The workforce expanded rapidly from 250 employees in 2009 to 4,600 employees by 2017. Leadership prioritized building a financially
Forces For Change: EXTERNAL: tech changes, market/competitive (demographic, customer pref, global comp, mergers) political/ successful company, often placing operational and revenue goals ahead of diversity and inclusion initiatives. Yelp heavily invested in
economic/cultural | INTERNAL: internal pressures (eroding profit margins, demands to grow, shareholder, demands for hiring top-tier engineers to maintain a scalable, fast-performing platform, making engineering talent a core focus area.
accountability) managerial decisions (leadership friction change) - Only 10% of technical roles were filled by women, only 7% of employees being Hispanic and 4% Black
Forces for Resistance to Change: Personal (habit/the liability of success, security/economic factors, fear of unknown) Organizational - Employees from underrepresented groups often felt hesitant to be their full selves at work, fearing judgment or differential treatment
(structural intertia: org struct, reward system, info systems=exp$, Threats to expertise/power relations&resource allocations, based on their background.
little room for change or funding, poor leadership) - Unofficial clubs (e.g., a women-only book club and LGBTQ+ email threads) formed organically, reflecting a lack of formal support for
Implementing Change? Positive Factors (sense of urgency, clear vision of what is needed, communication, effective process for diverse communities.
implementation) Negative Factors (resistance/barriers, cost of change, inertia/lack of urgency, politics of individuals or groups) - Rachel: She previously worked at Yelp[ during its early growth stages (2010–2011) before leaving for another opportunity.
—> Overcoming resistance: strong trust between managers & employees is key to change: (most effective -> least) - Rachel feels supported by leadership, especially through visible backing from senior executives like COO Geoff Donaker. Rachel
1. Education/Communication 2. Participation 3. Facilitation/Support 4. Negotiation 5. Manipulation/Cooptation 6. Coercion Conduct a listening tour to understand employees’ perspectives and identify key diversity challenges.
Lewin’s Change Model: Unfreezing (create motivation to change) → Changing (introduce new info, models, procedures) → Refreezing
(support & reinforce change) → Unfreezing ——- when driving forces = resisting forces, change stops • Formalized and increased number of affinity groups 1) Worked with people who had created them 2) Worked with HR to increase number
of groups (n=25), renamed them “Employee Resource Groups” and gave them resources 3) Assigned senior executive to support each
Kotter’s 8Step (most followed change model) Unfreezing (1. Establish sense of urgency 2. Form a coalition 3. Create a new Vision 4. team
Communicate the vision) Transition (5. Empower others by removing barriers 6. Create and reward short term “wins”) Refreezing (7.
Consolidate gains , reassess, adjust 8. Anchor new approaches in culture) Establish sense of urgency • Diversified sales recruiting process 1) Demographics of sales hires must match demographics of cities in which Yelp operated 2) Added
10 new schools with high % of Hispanics to sales recruiting list and added diversity recruiter to visit them
EX: Princess Cruises hit with criminal penalty for pollution -> new fleet leadership, enhanced/frequent training, complaint line, new values
Organizational Change Process (planning to execution): understand the need for change -> enlist a core change team -> envisage vision/ • worked with engineering team to increase number of female engineers 1) For senior hires: blind resumes and masked voices for phone
interviews (dropped when didn’t lead to more female hires) 2) Added a senior female engineer to campus recruiting teams 3) Removed
strategy -> motivate urgency -> Communicate the vision -> act -> consolidate gains first-stage resume screen before phone interview 4) Recruited more diverse set of schools adding women’s colleges 5) Improved
Traditional Change Methods: management initiated/controlled, problem focused, expert analyze/design solutions, doers implement interviewer training
solutions, rolled out as packaged change, change is discrete event w/ beginning/end • Results – Number of women in engineering positions 80%; across Yelp the number of Hispanics 43% and number of blacks 50% – Yelp’s
Problems w/ Traditional: conflict between experts/doers, lack of employee buy-in, too rigid, not adaptive, limited learning, may solve specific culture made employees feel more accepted & valued
problems, but doesn’t improve orgs capability to improve itself OMEGA
- Change is Hard: over 2/3(>66%) changed fail, yet most unsuccessful changes had good solutions, — Personal commitment & capability Omega is a cutting-edge gaming company operating in a fast-evolving and highly competitive industry, competing with giants like Microsoft
differentiates success from failure and Sony. The company is known for its innovative hardware and software, but it faces significant challenges that hinder its ability to deliver
Coping Strategies for Stress 1. Control Strategy: Anticipate and address the stress (i.e. talking to your boss or instructor) products on time and maintain its reputation.
2. Escape Strategy: Avoid or ignore the stress 3. Symptom Management: Exercise, meditation, vacation, socializing, hobbies • Weak Communication & Collaboration: Causes Lack of trust between departments; (-)VP of Engineering says that Production department
Leadership: an individual influences a group of indvs. To achieve a common goal has trouble following their blueprints
- leaders: create the vision/strategic plan, inspire, influence, change agents, self-aware/authentic, take risks, think long term, coach • Misaligned Expectations Across Departments, 1. R&D is focused on making the “best product” rather than being “on time” 2.Marketing
- managers, implement plan, organize, control, maintain status quo, control risks, short term goals, direct, create goals, master systems department’s promises are misaligned with what R&D can produce; 3. Software has to work around innovations in hardware and are often
Approaches to Understanding Leadership: not told about such changes until after they have already developed their own products 4. Engineering rarely sticks to plans agreed upon
Trait Approach: identifying personal characteristics to differentiate leaders from followers with production and marketing sets unrealistic dates for production to meet
Assumption: leaders are born Goal: select leaders Positive traits: emotional intelligence, global mindset, the Big 5 • Conflict with Accountability 1. VP of Production: Late and changing blueprints from engineering disrupt production; marketing sets
Negative Traits: “Dark Triad”: narcissism, machiavellianism (manipulation), psychopathy (no concern for others) unrealistic delivery dates. 2. VP of Sales: Dreamweaver delay caused lost customers; blames R&D for prioritizing innovation over
Leadership by gender: Women: relationship based, democratic, more effective Men: task based, autocratic, directive; commonly perceive deadlines. 3. VP of R&D: Not strict on deadlines, but recently Engineering missed a major product milestone
themselves as more effective • CEO might play favourites; been friends with Manager Hardware for 38 years and always visits his office: Equity theory
Behavioral Approach– Assumption: leaders can be trained Goal: develop leaders ($366B global industry) WildFire:
• task oriented behaviors: Initiating Structure - organize teams to max performance Transactional - clarify requirements; use rewards • Early Culture: Artifacts: Informal dress code, shared common spaces, no assigned offices. | Values: Collaboration, agility, creativity, and
Relationship-Oriented Leadership Behavior: Consideration (concern for members needs) Empowerment (provide members control/ trust. Employees self-managed with minimal oversight. | Clan Culture: Emphasized collaboration, employee support, and a flat hierarchy.
decision making) Servant (provide service to members, listening and development) Ethical (memorial role model/ psychological safety) • Current Culture: Artifacts: Defined job titles and separate offices for divisions. | Values: Efficiency, accountability, and specialization. |
Contingency Approach/Shaper of Meaning Approach/ Transformational Leadership: assumption: effectiveness depends on situation, Market Culture: Focused on results, profitability, and meeting customer demands. Divisions prioritize specialized goals over shared
not only traits and behaviors Goal: Fit the leader behavior to the situation or fit/change the situation to fit th leader collaboration.
- motivate followers to pursue organizational goals over self-interests by using leader behaviors that appeal to followers’ self- • Decision-Making Confusion: The matrix structure creates unclear authority over key decisions (e.g., product features, distribution
concepts such as values, motives, and personal identity. 4 key behaviors: 1. Inspirational motivation 2. Idealized influence 3. Individual rights). Resource Competition: Divisions compete for limited talent and financial resources, creating internal conflicts. Diverging
consideration 4. Intellectual stimulation (-) cane be unethical, create to much change/turmoil, may not change their behavior when Product Lines: Gaming, animation, and learning tools have developed distinct needs, making it difficult to achieve common goals and
situation no longer requires radical change alignment.
Servant Leadership: focused on success/well-being of others 1o key factors: listening, empathy, healing, awareness, persuasion, • Matrix Structure: Combines functional groups (Marketing, Operations, R&D, Administration) with product lines (Game Development,
conceptualization, foresight, stewardship, commitment to growth of people, building community Animation and Movie Development, Learning Tools). Purpose: Balances adaptability of product teams with expertise from functional
9 Leadership Roles: 1) Figurehead (represents entire org. Presidents sig on diploma) 2) Spokesperson (speaker for org in time of crisis) 3) areas, ensuring a holistic approach to market-specific needs. Leadership: Each product line has dedicated leaders
negotiator (negotiate for org resources to operate effectively/budget approval) 4) Coach/Motivator (help employees succeed/motivate • Recommend to Divisional Structure: 4 divisions would grant each division autonomy over its operations, allowing each to focus on its
performance. Athletic coach/prof. John Lasseter at Pixar) 5) team builder (ensure employees work together: run productive meetings, get specific product and market + create clarity and enforce accountability within each product division.