Developing Management Skills, 10th edition (2024)

Designed for individuals of all skill levels and learning styles, Developing Management Skills has become the standard text for learning handson management. It helps you apply knowledge to realworld situations, connect concepts to your own life, and experience management theory in a tactile and engaging way. The 10th Edition features updated, contemporary examples; new skill assessments and cases; updated research; and tangible, relevant goals for you to work toward. By focusing on the essential skills for success, youll see what managers actually “do” and how they transform concepts into practical, actionable techniques.

KEY HIGHLIGHTS • This edition features new sections on topical workplace issues including sexual harassment in Chapter 5, diagnosing and correcting unacceptable performance in Chapter 6, and negotiations in Chapter • The Skill Analysis sections feature new, relevant case studies that help identify the defining competencies of effective managers For instance, in Chapter 2, a new case study focuses on stress and its management among millennials CVR_WHET7741_10_GE_CVR_Vivar.indd All Pages Whetten Cameron Available separately for purchase is MyLab Management for Developing Management Skills, the teaching and learning platform that empowers instructors to personalize learning for every student This includes video exercises and Personal Inventory Assessments, a collection of exercises designed to promote self-reflection and engagement When combined with Pearson’s trusted educational content, this optional suite helps deliver the desired learning outcomes GLOBAL EDITION Developing Management Skills TENTH EDITION TENTH EDITION • Revised Skill Practice exercises, a set of end-of-chapter assignments and activities that help practice management skills in a classroom setting, include cases and scenarios that reflect current issues Developing Management Skills Designed for individuals of all skill levels, Whetten and Cameron’s Developing Management Skills focuses on what effective managers consistently The text is based on a pioneering, five-step “active” learning model that helps aspiring managers translate academic theories and principles into personal practice With this essential guide to handson management, Whetten and Cameron keep the emphasis firmly on employability and learning through self-analysis and practice The tenth edition retains its focus on the personal, interpersonal, and group skills that are critical for successful management and leadership Chapters feature contemporary examples of management challenges and effective practices; new skill assessments and cases; updated research; and tangible, relevant goals for students to work toward GLOB AL EDITION GLOBAL EDITION This is a special edition of an established title widely used by colleges and universities throughout the world Pearson published this exclusive edition for the benefit of students outside the United States and Canada If you purchased this book within the United States or Canada, you should be aware that it has been imported without the approval of the Publisher or Author David A Whetten Kim S Cameron 05/12/22 10:17 AM Personal Inventory Assessments is a collection of online exercises designed to promote self-reflection and engagement in students, enhancing their ability to connect with management concepts “I most liked the Personal Inventory Assessments because they gave me a deeper understanding of the chapters I would read about personalities and then find out which category I fit into using the assessment.” — Student, Kean University 94% 93% 90% 85% Dynamic Study Modules eText Personal inventory assessment Study Plan Dynamic Study Modules use the latest developments in cognitive science and help students study chapter topics by adapting to their performance in real time % of students who found learning aid helpful Pearson eTextbook enhances student learning with engaging and interactive lecture and example videos that bring learning to life The Gradebook offers an easy way for you and your students to see their performance in your course 86% of students would tell their instructor to keep using MyLab Management For additional details visit: www.pearson.com/mylab/management A01_WHET7741_10_GE_FM.indd 18/12/22 2:40 AM This page is intentionally left blank A01_WHET7741_10_GE_FM.indd 18/12/22 2:40 AM DEVELOPING MANAGEMENT SKILLS TENTH EDITION GLOBAL EDITION David A Whetten BRIGHAM YOUNG UNIVERSITY Kim S Cameron UNIVERSITY OF MICHIGAN A01_WHET7741_10_GE_FM.indd 18/12/22 2:40 AM Product Management: Yajnaseni Das and Ishita Sinha Content Strategy: Steven Jackson, Kajori Chattopadhyay, and Amrita Roy Product Marketing: Wendy Gordon, Ashish Jain, and Ellen Harris Supplements: Bedasree Das Production: Vamanan Namboodiri and Nitin Shankar Digital Studio: Vikram Medepalli Rights and Permissions: Anjali Singh and Ashish Vyas Please contact https://support.pearson.com/getsupport/s/contactsupport with any queries on this content Cover Photo: tomertu/Shutterstock Pearson Education Limited KAO Two KAO Park Hockham Way Harlow Essex CM17 9SR United Kingdom and Associated Companies throughout the world Visit us on the World Wide Web at: www.pearsonglobaleditions.com © Pearson Education Limited, 2024 The rights of David A Whetten and Kim S Cameron to be identified as the authors of this work have been asserted by them in accordance with the Copyright, Designs and Patents Act 1988 Authorized adaptation from the United States edition, entitled Developing Management Skills, 10th Edition, ISBN 978-013-517546-0 by David A Whetten and Kim S Cameron, published by Pearson Education © 2020 Acknowledgments of third-party content appear on the appropriate page within the text, which constitutes an extension of this copyright page All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without either the prior written permission of the publisher or a license permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency Ltd, Saffron House, 6–10 Kirby Street, London EC1N 8TS PEARSON and ALWAYS LEARNING are exclusive trademarks owned by Pearson Education, Inc or its affiliates in the U.S and/or other countries All trademarks used herein are the property of their respective owners The use of any trademark in this text does not vest in the author or publisher any trademark ownership rights in such trademarks, nor does the use of such trademarks imply any affiliation with or endorsement of this book by such owners For information regarding permissions, request forms, and the appropriate contacts within the Pearson Education Global Rights and Permissions department, please visit www.pearsoned.com/permissions/ ISBN 10: 1-292-45774-0 ISBN 13: 978-1-292-45774-1 eBook ISBN: 978-1-292-72603-8 British Library Cataloguing-in-Publication Data A catalogue record for this book is available from the British Library 21 Typeset in Weidemann ITC Pro and 10 pt by Integra Software Service Printed and bound by B2R Technologies Pvt Ltd B R I E F TA B L E O F C O N T E N T S Preface 19 Introduction 27 PART I PERSONAL SKILLS  61 Developing Self-Awareness  63 Managing Stress and Well-Being  109 Solving Problems Analytically and Creatively  155 PART II INTERPERSONAL SKILLS  209 Building Relationships by Communicating Supportively  211 Gaining Power and Influence  249 Motivating Performance  285 Negotiating and Resolving Conflict  331 PART III GROUP SKILLS  393 Empowering and Engaging Others  395 Building Effective Teams and Teamwork  429 10 Leading Positive Change  469 Appendix I Glossary  511 Appendix II References  521 Index 545    5 A01_WHET7741_10_GE_FM.indd 18/12/22 2:40 AM This page is intentionally left blank A01_WHET7741_10_GE_FM.indd 18/12/22 2:40 AM CONTENTS Preface   19 INTRODUCTION 27 THE CRITICAL ROLE OF MANAGEMENT SKILLS  29 The Importance of Competent Managers  30 The Skills of Effective Managers  31 What Are Management Skills?  33 Improving Management Skills  34 An Approach to Skill Development  34 Leadership and Management  35 Contents of the Book  37 Organization of the Book  39 Diversity and Individual Differences  40 Summary  40 SUPPLEMENTARY MATERIAL  41 Diagnostic Survey and Exercises  41 Personal Assessment of Management Skills (PAMS)  41 What Does It Take to Be an Effective Manager?  45 SSS Software In-Basket Exercise  47 SCORING KEY AND COMPARISON DATA  58 Personal Assessment of Management Skills  58 Scoring Key  58 Comparison Data  59 What Does It Take to Be an Effective Manager?  59 SSS Software In-Basket Exercise  59 PART I PERSONAL SKILLS  61 DEVELOPING SELF-AWARENESS  63 SKILL ASSESSMENT  64 Diagnostic Surveys for Developing Self-Awareness  64 Developing Self-Awareness  64 The Defining Issues Test  64    7 A01_WHET7741_10_GE_FM.indd 18/12/22 2:40 AM Cognitive Style Indicator  67 Tolerance of Ambiguity Scale  68 Core Self-Evaluation Scale (CSES)  69 SKILL LEARNING  70 Key Dimensions of Self-Awareness  70 The Enigma of Self-Awareness  70 The Sensitive Line  71 Understanding and Appreciating Individual Differences  72 Important Areas of Self-Awareness  72 Emotional Intelligence  74 Values and Character Strengths  76 Ethical Decision-Making  81 Cognitive Style  83 Attitudes Toward Change  85 Core Self-Evaluation  87 SUMMARY 88 SKILL ANALYSIS  91 Cases Involving Self-Awareness  91 The Case of Heinz  91 Computerized Exam  92 Decision Dilemmas  93 SKILL PRACTICE  95 Exercises for Improving Self-Awareness Through Self-Disclosure  95 Shipping the Part  95 Through the Looking Glass  95 Diagnosing Managerial Characteristics  97 An Exercise for Identifying Aspects of Personal Culture: A Learning Plan and A ­ utobiography  99 SKILL APPLICATION  101 Activities for Developing Self-Awareness  101 Suggested Assignments  101 Application Plan and Evaluation  102 SCORING KEYS AND COMPARISON DATA  103 The Defining Issues Test  103 Escaped Prisoner  103 The Doctor’s Dilemma  104 The Newspaper  104 Cognitive Style Indicator  105 Scoring Key  105 Comparison Data  105 Tolerance of Ambiguity Scale  105 Scoring Key  105 Comparison Data  106 Core Self-Evaluation Scale  106 Scoring Key  106 Comparison Data  107 Discussion Regarding the Case of Heinz  107 Discussion Regarding the Shipping the Part Case  108 Contents A01_WHET7741_10_GE_FM.indd 18/12/22 2:40 AM MANAGING STRESS AND WELL-BEING  109 SKILL ASSESSMENT  110 Diagnostic Surveys for Managing Stress and Well-Being  110 Managing Stress and Well-Being  110 Social Readjustment Rating Scale  110 Social Readjustment Rating Scale  112 Sources of Personal Stress  113 Flourishing Scale  114 SKILL LEARNING  114 Managing Stress and Fostering Well-Being  114 Major Elements of Stress  115 Coping with Stress  116 Managing Stressors  118 Eliminating Stressors  119 Eliminating Time Stressors Through Time Management  119 Eliminating Encounter Stressors Through Community, Contribution, and Emotional Intelligence  124 Eliminating Situational Stressors Through Work Redesign  127 Eliminating Anticipatory Stressors Through Prioritizing, Goal Setting, and Small Wins  128 Developing Resiliency and Well-Being  130 Life Balance  130 Temporary Stress-Reduction Techniques  135 SUMMARY 136 SKILL ANALYSIS  138 Cases Involving Stress Management  138 The Case of the Missing Time  138 Stress and the Millennial Generation  141 SKILL PRACTICE  143 Exercises for Long-Term and Short-Term Stress Management and Well-Being  143 The Small-Wins Strategy  143 Life-Balance Analysis  145 Deep Relaxation  146 Monitoring and Managing Time  148 Generalized Reciprocity  149 SKILL APPLICATION  150 Activities for Managing Stress  150 Suggested Assignments  150 Application Plan and Evaluation  151 SCORING KEYS AND COMPARISON DATA  152 Social Readjustment Rating Scale  152 Comparison Data  152 Sources of Personal Stress  152 Flourishing Scale  153 Comparison Data  153 A01_WHET7741_10_GE_FM.indd Contents 18/12/22 2:40 AM Pelled, L H., K M Eisenhardt, & K R Xin (1999) Exploring the black box: An analysis of work group diversity, conflict, and performance Administrative Science Quarterly, 44: 1–28 Perot, H R (1988, February) How I would turn around GM ­Fortune: 48–49 Phillips, K W., K A Liljenquist, & M A Neale (2009) Is the pain worth the gain? 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approach, 342, 344 Accountability establishment, 129 focus, 414 Achievement achievement-oriented cultures, 454 ascription, contrast, 448–449 motivation, 291 need, 304 orientation, 78 ascription orientation, contrast, 40 Action plan, 354 formulation/agreement, 345–346 Actions, identification, 129 Active control, feeling, 399–400 Active listening exercise, 244–245 Activities, types (impact), 120f Adhocracy skills, 36 “A Dream for Which I Am Prepared to Die” speech (Mandela), 487 Advising response, 229 Affective culture, neutral culture (contrast), 449 Affective orientation, neutral orientation (contrast), 78 Affectivity cultures, 118 emphasis, 454 neutrality, contrast, 415, 448 orientation, 235 Affiliation, need, 304 Affirmative bias, 448 Agendas, usage, 124 Agreeable behavior, 255 Agreeableness, 87 Agreed-upon solution, understanding/ support, 354 Agreement areas, 224–225 management, 446 Alcoholics Anonymous, 167 Alderfer, Clay, 303 Alibaba Group, 98 Aligned goals, 403 Alternative agreements (evaluation), objective criteria (usage), 336, 356 Alternatives, 199 evaluation, 163 generation, rules, 163 Alternative solutions, generation, 162–163 Ambidextrous thinking, test (exercise), 177t Ambiguity, tolerance, 85–86 Analogies, construction, 180 Analytical problem-solving, 164 assignments, 198–199 impact, 172 model, 188f limitations, 164 steps, 161 Anchoring, 334–335 Anticipatory stressors, 119 elimination, prioritization/goal setting/ small wins (usage), 128–130 Apple Computer Company, 487 creativity, 196–197 Aptitude, reference, 291–292 Artificial constraints, 175 Asch, Solomon (experiments), 449–450 Ascription, 415 achievement, contrast, 448–449 ascription-oriented cultures, 454 culture, 78 orientation, achievement orientation (contrast), 40 validation, 252 “Ask Not What Your Country Can Do for You” speech (Churchill), 487 Aspirations, 99 Assertive action, 269–271 Assistance, level, 292–293 Attention, focus, 270 Attraction, personal power source, 255–256 Attributions, 308 Authority increase, 302 responsibility, matching, 414 Autobiography, 99–101 Autonomy, 127, 299, 300 requirement, 293 Avoidance approach, 345 Avoiding response, 342 B Bacharach, Samuel, 250 Bad behavior, neutral non-response, 296 Baker, Wayne, 134 Bargaining, 265 BATNA See Best Alternative to a ­Negotiated Agreement Behavior behavior-shaping strategies, 297f feedback, focus, 453 Behavioral change, basis, 225 Behavioral events, 225–226 Behavioral guidelines, 273, 356, 417, 455, 494–495 analytical/creative problem-solving, 192–193 grounding, 34–35 self-awareness, 90 stress management skills, 137 supportive communication, 236–237 Behavioral skills, 32 Bell, Alexander Graham, 171 Benchmarking, 483 Benchmarks, usage, 493 Bennis, Warren, 252, 291 Best Alternative to a Negotiated Agreement (BATNA), 334 Best practice, benchmarking, 483–484 “Big Five” personality attributes, 87 Blink (Gladwell), 161 Blocking roles, 453 Bodenheimer, George, 257 Bogomolny, Richard, 486 Bohr, Niels, 180 Bookworm problem, 174f Boss abusive bosses, characteristics, 269t relationship, management, 257t Boundaries, identification, 413 Boundaryless organization, 254 Brainstorming, rules, 183–184 Bridging structural holes (brokerage), 259 Brokerage, 259–263 role, playing, 260 Buffett, Warren, 472 Burnout, 127 occurrence, 116 Burt, Ron, 260 Bushnell, Nolan, 190 Business schools, 200 Busywork, 123 Byrne, Patrick M (managerial characteristics), 97–98 C Cafeteria-style incentive systems, 305 Calling, 132–133 Capabilities, 287 development, 70 Career orientation, 132 Caring, 406 Case examples, usefulness, 35 Centrality, 259–263 increase, 273 network centrality, 259 position, occupying, 259 CH2M HILL, 487 Chambers, John, 479 Change See Positive change attitudes, 85–87 basis See Behavioral change leading position, 45 orientation, 73, 97 positive approach, indication, 476 readiness, creation, 476, 483–485 Characteristics, 99 Character strengths, 76, 80–81 identification/assessment, framework, 81 list, 81t student exposure, 81 Charisma, 255 Chen, Serena, 253 Childishness, 179 Choice, sense, 401 Christensen, Betsy, 218 Chrysler, bankruptcy, 484 Churchill, Winston, 487 Cisco Systems, rule, 479 Civil Rights Act of 1964, Title VII, 271 Clan skills, 36 Clarification probe, 230 Clarifying questions, 349–350 respondent usage, 350f Close relationships, development, 125 Coaching, 217–218 situations, 231 Coercion, 263 Coercive behavior, cessation, 270 Cognex Corporation, incentives, 294–295 Cognitive complexity, 86 Cognitive control, 146 Cognitive style, 73, 83 dimensions, attributes, 83t modification, 85 Cognitive Style Indicator, 64, 67–68, 105 Cognitive Style Instrument, 85 Cohesion, maintenance, 438 Collaborate skills, 36 Collaborating approach, 344–345 Collaborating response, 342 Collaboration, usage, 345–346, 357 Collaborative problem-solving approach, proposal, 351–353 Collective efficacy, 398–399 Collective feeling, 479 Collective noticing, 479  545 Z03_WHET7741_10_GE_IDX.indd 545 18/12/22 3:08 AM Collective responding, 479 Collectivism, 77–78 Collectivist orientation, 449 Commitment conceptual block, 173–174 creation, small wins (impact), 490 generation, 488–490, 491t, 495 public commitments, ensuring, 490 Commonalities focus, 349 ignoring, 173, 174 usage, 446 Common interests, focus, 354 Communicating Supportively Assessment, 212 Communication, 214 agreement, areas, 224–225 clarity, 231 conjunctive communication, 226 descriptive communication, 220–221, 221t disconjunctive communication, 226 dysfunctional communication, 235–236 effectiveness, importance, 214–215 egalitarian communication, 224 evaluative communication, 220 flexibility, 224 focus, 222 global communication, types, 225–226 imperviousness, 224 indifference, 223–224 ineffectiveness, 215 interpersonal communication, obstacles, 219t network, 260 person-oriented communication, problem, 222–223 problem-oriented communication, focus, 222 problems, 215–218 diagnosis, exercises, 240–245 quality, 215 rigidity, 223 skill, 32 superiority-oriented communication, 223 supportive communication, diagnostic surveys, 212 two-way communication, 224 Communication Styles Assessment, 212 Communitarianism, individualism (contrast), 40, 415, 448 Community, usage, 124–125 Company, unethical actions, 82 Comparative standards, 483 Compassion, 476 climate, ensuring, 479–481 skill, 32 Competence, 398, 406 areas, 482 mastery, 299, 300 sense, 401 Competency See also Skills development, case examples (usage), 35 personal competencies, 482f Compete skills, 36 Competing Values Framework, 36f, 37 Complacency (conceptual block), 176–177 Complaints agreement, 350–351 reaction, 44 Complexity score, 86 Compression (conceptual block), 174–176 overcoming, 176 546 Compromising response, 342 Computerized exam, usage, 92 Conceptual blockbusting, 178, 187 application, exercises, 198–204 Conceptual blocks, 168–169, 184 impact, 171t obstacles, 192 review, 178 types, 170–178 Confidence, creation, 406–407 power, 406 Conflict assessment, 356–357 behavior, two-dimensional model, 341f examination, 332–333 existence, acknowledgment, 351–353 focus, understanding, 337–338 mediation, 44 format, selection, 352t resolution, 332–333, 356–357 success, 337 sources, 338–341, 339t diagnosis, exercise, 365–372 types categorization, 337f understanding, 337–341 Conflict management, 32, 440 absence, 352–353 approaches, 341–343 comparison, 343t selection, 341–343 situation, matching, 344t situational factors, 344–346 skills, improvement (activities), 387–392 strategy, selection (exercises), 374–376 summary model, 355f Conformity level See Conventional level Confrontation, 451 Congruence basis, 219–220 test, 82 Conjunctive communication, 226 Conjunctive statements, continuum, 227f Connection, term (usage), 213 Conscientiousness, 87 Consensus building, 452 Consensus-building, fostering, 440 Consequences, description, 221 Consistency, 414 Consistent goals, 290 Constancy (conceptual block), 170–173 Continuous reinforcement, 299 Contribution, usage, 124, 125–136 Control external locus, 86 need, 409–410 skills, 36 Conventional level (conformity level), 79 Coonradt, Chuck, 489 Cooperativeness, 438 Core competencies, capitalization, 443 Core self-evaluation, 73–74, 87–88 effects, 88f scores, 88 Core Self-Evaluation Scale (CSES), 64, 69, 106–108 Core Self-Evaluation Survey, 88 Core values, 121 Corporate behavior, 82 Corporate vision statements, 496–498 Correction, communication, 234 Corrective advice, provision, 42–43 Cost-benefit test, 82 Cost of Conflict, The (Dana), 332 Counseling, 217–218 problem, 218 situations, 231 Counterdependence, conversion, 440 Countervailing power, usage, 269 Courage, 480 Courtney, Henry, 191 Create skills, 36 Creating style, 84–85 Creative managers, questions, 181 Creative problem-solving, 173 activities, 205–206 diagnostic surveys, 156 impediments, 164–165 improvement, 187 inhibition, conceptual blocks (impact), 171t model, 188f practice, 204 risk, 176 Creative solutions, generation, 180 Creative style assessment, 159–160, 208 Creative Style Assessment, 156 Creative thought, stages, 178–179 Creativity, 156, 161 approaches, 165–168 enabling, 191f fostering, 42, 187 principles, 189t level, 156–158 misinterpretation, 165 reduction, consistency (impact), 171 types, 166f, 192 dimensions, 168f Creativity Assessment survey, 168 Credibility, development, 444–446 Crucial Conversations (Peterson), 332, 350 CSES See Core Self-Evaluation Scale Cuban Missile Crisis, handling, 438 Cultural background, differences, 235 Cultural bias, 177 Cultural orientation, 252 Cultural values dimensions, 77t Culture, neutrality, 454 Customer complaints, 120, 217 loyalty, 278 misunderstandings, 217 relationships, establishment, 128 Customer Undeniably Deserves Attention (CUDA), 203 Cybernetic systems, 180 D Dana, Daniel, 332 Davis, Murray, 487 Deadlines, setting, 123 DeButts, John, 258 Decision dilemmas, 93–94 Decision-making authority, increase, 128 Deep breathing, 135 Deep relaxation, 146–148 Defensiveness, 218–219 creation, 347 Deficit approach, 475 Defining Issues Test, 64–65, 103–104 Deflecting response, 229–230 disadvantages, 229–230 Deflection, 452 Delegation (skill), 32 Dell, Michael (managerial characteristics), 97 Demographic profiles, differences, 305 Dependence, 436 shift, 269 Descriptive communication, 220–221, 221t Developing management skills, content, 39 Devil’s advocate, 439 Diagnosing the Need for Teambuilding Assessment, 430, 433 Diagnosing Unsatisfactory Performance and Enhancing Motivation assessment, 286 Differences, focus, 72 Difficult goals, identification, 447 Diffuse culture, 186 Diffusion, specificity (contrast), 78, 415, 448 Dignity and liberty test, 82 Dilemmas, moral decisions, 103 Direct analogies, 180 Direction giving, 450 Direct pressure, impact, 438 Disagreements expressions, encouragement, 440 ignoring, 438 management, 446 Discipline, 296–298 Disciplining approach, 297 Discomfort, 436 Disconfirmation, 218–219 Disconjunctive communication, 226 Discontinuity, focus, 171 Discretionary tasks, list, 122 Discretionary time, 148 Disjunctive communication, 226 Disney, Walt, 166, 167 Disobediance, 265–266, 270 Disowned communication, implicit message (association), 227 Disputants, problem ownership, 353 Distributive negotiation, 333 Diversity, 40, 440 benefits, 339 management, 72 Doctors, dilemma Defining Issues Test, 104 self-awareness, 66 Downsizing, negative effects, 476 Dying for a Paycheck (Pfeffer), 127 Dynica Software Solutions, 275 Dysfunctional communication, 235–236 E E-A-M See Expectations-abilitymotivation Economic profiles, differences, 305 Effective Empowerment and Engagement Instrument, 396 Effort, personal power source, 256–257 Egalitarian communication, 224 Egalitarian cultures, 118 Either-or statement, 225 Elaboration probe, 230 Emails, example, 49, 53, 55, 366, 370 Embarrassment, fear, 119 Embedded pattern, 175f Emotional arousal, 404 Emotional competence, 75 Emotional intelligence (EQ), 73, 74–76, 126–127 scores, 34 social aspect, dimensions, 126 usage, 124–127 Emotional Intelligence (Goleman), 74 Emotional Intelligence Assessment, 64, 76 Empathy, 452 Employability skills, 30, 38, 39 Index Z03_WHET7741_10_GE_IDX.indd 546 18/12/22 3:08 AM Employees consultant interviews, 315 crises, handling, 120 manager rating, 127 performance/satisfaction, 232–233 Empowered engagement, relationships, 417f Empowered individuals, alternatives, 399 Empowering (skill), 32 Empowerment, 396–397 activities, 426–428 cases, 418–419 confidence, creation, 406–407 control, need, 409–410 creation, 397 development process, 402–409 dimensions, 398–401, 398t prescriptions, relationships, 402f engagement decision, 412–415 fostering, 410–415 exercises, 420–426 facilitation, 438 information, provision, 404–405 inhibitors, 409–410 overcoming, 410 meaning, 397–398 outcomes, connection, 405–406 personal insecurities, 409 power, difference, 397t principles, 407–409 relationships, 417f resources, provision, 405 self-empowerment, 424 subordinates, attitudes, 409 suggestions, 407t–408t support, provision, 403–404 worksheet, 420–421 Enactive strategies, 116 Encounter stressors, 118 elimination, 124–127 Engagement, 425–426 activities, 426–428 advantages, 410t cases, 418–419 decision, 412–415 enhancement, 411 fostering, 410–415 principles, 415 relationships, 416f timing, decision, 411, 412t Engaging, 396–397 Engineering titles/requirements, 314t Enron, problems, 197, 251 Entrepreneurship, 443 Environmentally induced stress, 340 Environment, change, 29 Equal Employment Opportunity Commission (EEOC), 271 Equal treatment test, 82 Equity, 306 Escaped prisoner Defining Issues Test, 103 self-awareness, 65–66 Ethical decision-making, 81–83 Ethnic culture, impact, 343 Evaluation, 151 system, establishment, 129 Evaluative communication, 220 Evaluative conclusions, avoidance, 347 Everest goals, 446–448 company establishment, 448 representation, 448 Expectations-ability-motivation (E-A-M) approach, benefits, 308–309 sequence, 308–309 Z03_WHET7741_10_GE_IDX.indd 547 Expertise personal power source, 254–255 power, 397 External attributions, 308 External control, 186 internal control, contrast, 415 External enemy, identification, 440 External locus of control, 86 External Locus of Control score, 87 Extinction, 296 Extremes, avoidance, 225 Extrinsic reinforcement, 294–299 Extrinsic rewards performance goals, achievement (relationship), 293 utilization, 293 Extroversion, 87 Eye contact, maintenance, 228 F Facebook, development, 260 Face-to-face contact, importance, 262 Failure, fear, 119 Fairness, 406 ensuring, 353 Fantasy analogies, 180 usage, 136 Faultfinding, 452 Favor-giving activity, intent (examination), 270 Fawkes, Brian, 97 Fax, copy (example), 52–53, 369 Feedback, 100, 127, 232, 300 channels, opening, 128, 302 disapproval, 478 email request, sample, 471–472 focus, 453 frequency, 489 function, 164 giving, 235–236 immediacy, 102, 205 increase, 301 observer, feedback form, 242 performance feedback, 291 power, 482 processing, 86 provision, 438, 453 reflected best-self feedback, 470–471 rules, 453t seeking, 309 systems, 404 timing, 291 zone, 302 Feelings collective feeling, 479 description, 221 Figure/ground, separation, 175–176 Finast Supermarkets, 486 Firm capital Intensity, 31 First mover company, 167 First-person-plural language, usage, 226 Five-figure problem, 180f Five-pointed star, 464f Fleming, Alexander, 174 Flexibility, 259 communication flexibility, 224 power base building requirement, 261 Flourishing scale, 114, 153 Flourishing Scale, 110 Fluency, 183 Focus groups, 286 Foerstner, George, 172, 176 Follow-up, 345–346 procedures, establishment, 354 Force fields, 180 analysis, model, 116f product, 115 Forcing approach, 344 Forcing response, 341–342 Ford, William Clay, 488 Forgiveness, 476 climate, ensuring, 479–481 error tolerance, relationship, 480 importance, 480 Forming (stage), 436–437 Four-step model, 151 Frameworks function, 474 need, 473–475 Frankl, Viktor, 397 Free time, 119 Fromm, Erich, 70 Front page test, 82 Frustration conditions, 135 Fry, Art, 172, 174, 191 Fundamental attribution error, 308 Fundraising events, holding, 181 G Gabarro, Jack, 257 Gaining Power and Influence Assessment, 250 Gandhi, Mahatma, 167, 397, 401 Gates, Bill, 472, 499 Gehry, Frank, 200 Geneen, Harold, 258 General goals, establishment, 447 Generalized reciprocity, 134, 149–150 Generalized self-efficacy (core selfevaluation component), 87 Generosity, biological tendency, 134 Giamatti, A Bartlett, 272 Gift, intent (examination), 270 Give and Take (Grant), 299 Gladwell, Malcolm, 161 Global communication, types, 225–226 Gloucer, Tom, 487 GNS See Growth Need Strength Goals See Negotiation aligned goals, 403 challenge, 290–291 characteristics, 290–291 clarity, 402–403 defining, 489 establishment, 336, 446–448 focus, 125–126 identification, 448 measurable goals, 403 participative goal setting, 290 path-goal theory, 293 realistic goals, 403 specific goals, 290, 403 standards, 483 time-bound goals, 403 Goal setting, 151 ability, linking, 292 model, 128f process, 290 usage, 128–129 Goddard, Robert, 398 Gold, Elijah, 201–204 Golden rule test, 82 Goleman, Daniel, 74 Good night’s sleep test, 83 Goodson, Gene, 190 Google, facts, 496–498 Grant, Adam, 299 Gratitude, 134–135 climate, ensuring, 479–481 expressions, 135 feelings, 135 impact, 480–481 heart rhythms, 136f journals, keeping, 134–135, 151 positive effects, occurrence, 481 Group consensus, 167 Group Skills, 300 Groupthink, 189, 438–439 Group work, 151 Growth (self-actualization), 303 Growth Need Strength (GNS), 301 Guided visualization, 136 Guidelines identification, 129 learning, limitations, 35 H Harm, acknowledgment, 480 Hawking, Stephen, 166 Healing, occurrence, 479 Health and financial services division, partial organization chart, 48f Health, sleep (relationship), 130f Heinz, case, 91, 107–108 Hierarchical models, credibility, 304 Hierarchical needs theories, 303 comparison, 305t Hierarchy skills, 36 High performance, fostering, 288–299 High-quality connections, 213–214 attributes, 213–214, 214f Hofstede, Geert, 340 Homogeneity, 439 “Honda-Yamaha Motorcycle War,” 167 Hope, 476 Human capital, building, 492–493 Human development/welfare, importance, 480 Human genome, mapping, 473 Human needs, 303–304 Humility, 476, 480 I Iacocca, Lee, 484 Ideal standards, 484 Ideas champion, role, 190 creation, 166 discussion, 187 sharing, 453 support, 256 Identifiable work units, formation, 127–128, 302 “I Have a Dream” speech (King, Jr.), 487 Illumination, creative thought stage, 178 Illusory democrats, 265 Imagery, usage, 136 Imagination, 166 approach, effectiveness, 169f Impact, sense, 401 Imperviousness, 224 Implementation, 345–346 attributes, 164 Implicit message, disowned communication (association), 227 Important activities, 120 Improvement approach, effectiveness, 169f creativity type, 167 fostering, 233, 443 motivation, 34 standards, 484 Incentives, 294–295 cafeteria-style incentive systems, 305 Incongruence, 219–220 types, 219 Index 547 18/12/22 3:08 AM Incubation creative thought stage, 178 creativity type, 167 approach, effectiveness, 169f Indebtedness, creation, 257 Indifference, 223–224 Individual differences, 40 understanding/appreciating, 72 Individualism, 77–78, 415 communitarianism, contrast, 40, 415, 448 Individualist orientation, 449 Individuality, expressions (legitimization), 440 Individuals See People Inequity, perception, 306 Influence attempts, neutralization, 269–271 case, 275 gaining, activities, 281–283 model, 272f neutralization, exercises, 278–281 power transformation, 263 skill, 32 upward influence, exercise, 267–269 usage, 250–251 exercise, 277–278 Influencer (Patterson), 251 Influence strategies, 263–265, 264t comparisons, 266t examples, 264t pros/cons, 266–269 Information clarification, 349–350 experience, 71 filtering, 175–176 giving, 450 provision, 404–405 seeking, 450 sharing, 446, 453 Informational deficiencies, 340 Ingratiation, 265 Inhibitors, overcoming, 410 Initiator role, 346–349 Injustice, acknowledgment, 480 Innovation, 156, 161 fostering, 42, 443 Innovative attitude scale, 158, 208 Innovative Attitude Scale, 156 Inquisitiveness, absence (questions), 176 In Search of Excellance (Peters/ Waterman), 298 Insolubility score, 86 Insurance company, negotiation, 181 Integrative negotiation, 333 keys, 335–337 Integrity, demonstration, 445 Intelligences, 72–73 Interaction management, 226 Interdependence counterdependence, conversion, 440 dependence shift, 269 Intermittent reinforcement, 299 Intermountain Healthcare, 286 Internal attributions, 308 Internal control, 186 external control, contrast, 415 Internal locus of control, 86 Interoffice memo, example, 421–424 Interpersonal attraction, 438 Interpersonal collisions, 339–340 Interpersonal communication obstacles, 219t research, 235 Interpersonal conflict, 332–333 case, 358–362 sources, discussion, 340–341 548 Interpersonal disputes, resolution (exercises), 376–387 Interpersonal encounter, conflict, 118 Interpersonal relationships, 300, 436 building, 212–213 presence, 217 skill, 32 Interpersonal Skills, 300 Interpersonal skills, usage, 253 Intimidation, 263–264 Intrinsic motivation, 299 fostering, 301 merits, 300 Intrinsic reinforcement, 299–310 Intrinsic rewards, need, 299 Intrinsic satisfaction, 302 Invalidating, term (usage), 223 Invalidation, 224 Investment (creativity type), 167 approach, effectiveness, 169f Invulnerability, illusion, 438 iPod prototype, 98 Irreversible momentum, creation, 491, 494t Issue-focused conflicts, 333, 338 Issue selling, 268, 274 Issues, upward sale, 268t J Jansky, Karl, 171 Janusian thinking, 182 Job characteristics, 300–302 assessment, exercise, 321–324 crafting, 300 design, 300–301 diagnostic survey, 321–324 job-related stress, effects, 115 latitude/flexibility, increase, 273 motivating jobs, design, 301f people-oriented jobs, 291–292 performance, visibility (increase), 273 stress, 124–125 Jobs, Steve, 166, 196–197, 362 managerial characteristics, 98 Joint problem-solving, climate (establishment), 349 Jones, Tom, 258 Judge, role (avoidance), 353 Judge, Tim, 87 K Kahneman, Daniel, 173, 183 Kaizen, 143 Kanter, Rosabeth, 252, 253, 268 Karmen, Steve, 190 Kawashima, Kiyoshi, 167 Kekule, Friedrich, 174 Kennedy, John F., 438, 487 King, Jr., Martin Luther, 487 Knowing style, 84 “Know-it-all,” 223 Kohlberg, Lawrence, 80 Koike, Yoshikazu, 167 Kotter, John, 257 Kroc, Ray, 166–167 L Language creation, 484 patterns/structures, 235 Lateral thinking, 171 Lawler, Ed, 294 Lawrence, Paul, 262 Leader appropriateness, gauging, 293t subordinate performance, relationship, 292f opportunity provision, 491 role, 44 Leadership, 444–445 management, relationship, 35–37 skills, 30 organization, 36f temporary condition, 473 term, usage, 472 trickle-up leadership, 269 Leading positive change activities, 507–508 cases, 496–504 exercises, 504–506 framework, 475–494 skills, 476–477 Leading Positive Change Assessment, 470 Leading teams, 444–449 Leading Up (Useem), 269 Learn Apply Teach Inspect (Xerox process), 441 Learned response, 287 Learning model, application component (importance), 35 plan, 99–101 style, 74 styles, differences, 97 theory, principles, 34–35 Learning stair, 492f development, 491 Left-brain activity, 177 Left-brain thinking, 486 Left-hemisphere thinking, 177 Legitimacy, personal power source, 257–259 Letter, copy (example), 369, 422–423 Lewin, Kurt, 115 Life activities, balancing, 131f Life balance, 130–136 Life-balance analysis, 145–146 form, 145f Life skills, 30 Likable people, characteristics, 256t Listening (skill), 32, 227–228 improvement, 228 Locus of control, 86–87 core self-evaluation component, 87 external locus of control, 86 Locus of Control Scale, 64 Log rolling, 336 Long-term objectives, writing, 124 Long-term stress management, exercises, 143–150 Looking-glass self, concept, 95–97 assignment, 96–97 Love, 476, 480 Loving kindness meditation, 136 M Macintosh computer, development, 188 Mackey, Alison, 286 Madoff, Bernie, 251 M-A-E See Motivation-abilityexpectations Magnetron (Spencer), 169–171 Ma, Jack (managerial characteristics), 98 Mallozzi, Jim, 134, 501 Management circuits, power failures (repair), 276–277 interaction management, 226 leadership, relationship, 35–37 positions, 254–255 practices, 300 principles, 187–193 quality, importance, 31 self-management, components, 291 softness, 297 team communication, 230 term, usage, 472 Management skills, 454f defining, 33–34 development model, 33t presumption, 29–30 grounding, 34–35 improvement, 34 model, 38f organization, 36f personal assessment, 58–59 role, 29 Manager-as-coach, 287 Managerial characteristics diagnosis, 97–99 discussion questions, 98–99 Managerial implications, core aspects, 89f Managerial success, importance, 228 Managers approach, 298 careers, derailment, 252t competence, importance, 30–31 direct-report, informal contract, 233 effectiveness, abilities, 45–46 feedback, 301 interpersonal skill proficiency, 345 power, indicators, 253t skills, 31–32 study, 32t Managing Interpersonal Conflict Assessment, 331 Mandela, Nelson, 397, 487 Mantra meditation, 136 Market skills, 36 Markkula, Mike, 196 Marlowe, David, 125 Maslow, Abraham, 303, 332 Massinger, Philip, 70 Matchstick configuration, 173f Maturity, stages, 79–80 McClelland, David, 252–253, 304 McClendon, Aubrey, 251 McFarland, Robert, 97 Meaning, 400, 401 sense, 398 Meaningfulness, 151 Meaningfulness, fostering, 417 Means-end connections, evidence, 164 Measurable goals, 403 Measures, 493 Mediator mistakes, avoidance, 352t role, 346, 351–354, 357–358 Meditative practices, usage, 136 Meetings, holding, 124 Mentoring (skill), 32 Mergers, mistakes, 342 Merrill, Roger, 191 Metrics, 493 Microsoft, vision statement, 499–500 Milestones, 493 Military practices, comparisons, 125 Millennial generation, stress (relationship), 141–142 Mind pictures, usage, 136 Minor offenses/disagreements, occurrence, 480 Mistakes, forgiving, 479 Modeling, 403 Momentum creation, 491 generation, 129 Index Z03_WHET7741_10_GE_IDX.indd 548 18/12/22 3:08 AM Moral development, stages, 103 Morality, illusion, 438 Moral judgment, classification, 80t Moral Research Center (University of Minnesota), 80, 103 Morcott, Woody, 190 Morphological synthesis, 185, 185t Motivating jobs, design, 301f Motivating Performance Assessment, 286, 320–321 Motivation absence, 338 achievement motivation, 291 definition, 287 enhancement, 288 increase, 286–287 performance/satisfaction, relationship, 288f problems, case, 312–318 skill, 32 Motivation-ability-expectations (M-A-E) diagnostic approach, 308 diagnostic sequence, 311 inquiry, problem, 308–309 right-to-left diagnosis, 308 sequence, following, 310 Motivational potential, increase (strategies), 302t Motivation-as-facilitation, 287 Motivation→Performance (M→P) link, strengthening, 289, 289f, 311 Moving Mountains (Pagoni), 435 M→P See Motivation→Performance Muscle groups, tensing/relaxation, 147 relaxation, 135 Mutual gains, options (invention), 336 Mutual training/development, 443 Mutual trust, 443 MySpace, development, 260 N Nanobombs, development, 29 Narrowness, 145 National cultures, values, 77–79 Need for achievement, 304 Need for affiliation, 304 Need for power, 304 Negative deviance, continuum, 474–475, 474f Negative energizers, 478 Negative feedback communication, 234 provision, 42–43 Negative reinforcement, 296 Negotiation, 332–333, 356 basics, 334–335 behavior, 356 effectiveness, 224, 333 goals, 335 planning document, 364–365 positive view, achievement, 335 post-negotiation negotiation, 337 types, 333 Network centrality, 259 Neuroticism, 87 core self-evaluation component, 87 Neutral, affective (contrast), 40 Neutral culture, affective culture (contrast), 449 Neutrality, affectivity (contrast), 415, 448 Neutral orientation, 235 affective orientation, contrast, 78 “Never Give In” speech (Churchill), 487 Newspapers Z03_WHET7741_10_GE_IDX.indd 549 Defining Issues Test, 104 report, example, 182 self-awareness, 66–67 NeXT company, 98 Nicholson, Geoffrey, 191 Nine-dot problem, 175f “Non-have-to” activities, importance, 121 Noninquisitiveness, 176–177 Norming (stage), 436, 437–439 Novelty score, 86 O Objective criteria, usage, 336, 356 Observations, feedback focus, 453 Offender, motives, 347 One-way message delivery, 227–231 On-the-job experience, 287–288 Open discussion, 439 Openness, 87, 406 Open systems, 180 Opinions, presentation, 452 Opportunities importance, 262 labeling, 121 Orchestrator, role, 190 Organizational behavior, support, 290 Organizational beliefs, challenge (absence), 258 Organizational conflict, pervasiveness, 332–333 Organizational culture, 79 Organizational effectiveness, impact, 161 Organizational impotence, 250–251 Organizational leaders, vigilance, 257 Organizational members, desires, 306t Organizational performance, 232–233 evaluation, 36 Organizational practices, 258 Organizational support, availability, 293 Organizational values, importance, 257 Organization chart, 140f, 313f Organizations goals, 440 members, trauma/harm/injustice (acknowledgment), 480 outcomes, association, 480 survival, 473 team involvement, impact, 434t Outcomes, empowerment (connection), 405–406 Outcomes→Satisfaction (O→S), 310 link, strengthening, 303, 303f, 312 strength, 311 Overanalyzing, 452 Overgeneralization, 453 Overscheduling, avoidance, 124 P Pagonis, Gus, 435, 440, 443–446, 449 Palo Alto Research Center, 197 PAMS See Personal assessment of management skills Parables, usage, 180 Pareto efficiency, 336–337, 356 Partial reinforcement, 299 Participation allowance, 414 encouragement, 485 facilitation, 438 fee, charging, 181 Participative goal setting, 290 Particularism, 77 universalism, contrast, 40, 415, 448 Particularistic cultures, 235 Passion, inclusion, 487–488 Passive control, 400 Passivity, 452 Path-goal theory, 293 Patterson, Kerry, 251 People (individuals) actions, correction, 43–44 capabilities, expansion, 411 career orientation, 132 commitment, 411 confrontation, 270 empowering/engaging, 396–397 empowerment, suggestions, 407t–408t engagement, 44, 425–426 advantages, 410t timing, decision, 411, 412t exploiting individual, confrontation, 269–270 fairness, desire, 306–307 high-pressure tactics, bargaining (refusal), 270 likable people, characteristics, 256t motivation, 43 orientation, 222–223 people-oriented jobs, 291–292 person-focused (interpersonal) conflicts, 333, 338 relations, 188–189 self-centered individuals, rules/laws perspective, 80 styles, 83–85 team, feeling, 437 trust, maintenance, 401 validation, supportive communication (usage), 223–225 People-focused confrontrations (resolution), collaboration (usage), 345–346 Perceived equity, 303 Perceived reward equity, 306–307 Perceptual stereotyping, 173 Performance comparison, 483–484 compliance, impact, 270 expectations, 287, 289–291 feedback, 291 fostering, 311–312 activities, 324–326 goals, 289–291 achievement, 293 effect, 447f high performance, fostering, 288–299 importance, 294–296 improvement, 294–296 incentives, 298 increase, 286–287 motivation/satisfaction, relationship, 288f motivation, summary model, 312f praise, 297–298 subordinate performance, leader involvement (relationship), 292f Performance→Outcomes (P→O), 310 link, strengthening, 293–294, 294f, 312 Performance problems causes diagnosis/correction, 307–310 identification, 307f diagnosis, exercises, 319–321 diagnostic framework, 307–308 Performing (stage), 436, 441–444 Permanent white water, 85 Personal analogies, 180 Personal assessment of management skills (PAMS), 41–49 Personal competencies, 482f Personal confrontations initiator, resolution, 357 Personal consequence, 399–400, 401 fostering, 417 sense, 398 Personal culture, aspects (identification exercise), 99–101 Personal differences, 339 Personal effectiveness, power (relationship), 253 Personal effort, 256–257 efficacy, 257 Personal Empower Assessment, 396 Personal freedom, constraint, 489 Personal gain test, 82 Personal growth, avoidance, 71 Personal improvement, self-knowledge (impact), 70 Personal insecurities, 409 Personal Inventory Assessment (PIA), 64, 103 Personality “Big Five” personality attributes, 87 characteristics, 291–292 concept, 87 proactive personality, 261 traits, 156 Personal management interview (PMI), 232–234 program characteristics, 234t effects, 232f purpose, 233–234 Personal mastery experiences, fostering, 403 Personal mission statement, 137 Personal power, 253f determinants, 254t enhancement, 273 importance, 254 sources, 254–259 personal trustworthiness, relationship, 258t Personal preferences, 343–344 Personal principles statements, examples, 122t Personal problems, assistance, 304 Personal rights, defense, 271 Personal strengths, 482f Personal stress, sources, 110, 113, 152 Personal trustworthiness, personal power sources (relationship), 258t Personal uniqueness, 482f Personal values, 73 Personal weaknesses, 482f Person-oriented communication, problem, 222–223 Person-specific information, gaining (importance), 305 Persuasion (skill), 32 Peterson, Ralph, 487 Pfeffer, Jeff, 127 Physical appearance, 256 Physiological control, 146 PIA See Personal Inventory Assessment Planning, 100–101, 151–152 skill, 32 style, 84 Plans, rejection, 238–239 Playfulness, 179, 214 PMI See Personal management interview P→O See Performance→Outcomes Political competence, skill (relevance), 250 Political entanglements, handling, 293 Pollyanna, 446 Portfolio, change, 419 Index 549 18/12/22 3:08 AM Positional power, sources, 259–263 Position-power, determinants, 259t Positive change agenda, 505 case example, 475–476 diagnostic surveys, 470 financial performance, example, 477f framework, 477f implementation, 501–504 leaders, impact, 490 leading, 470–472, 474 framework, 475–494, 495f pursuit, readiness (creation), 485t sustainability, creation, 476 sustaining, ensuring, 493 vision, teaching, 492 Positive climate, creation, 478–479 Positive deviance, 448 Positive deviance, continuum, 474f Positive emotional arousal, absence, 404 Positive emotions, 213 Positive energizers, 478 Positive energy creation, 445–446 networks, creation, 478–479 Positive interpersonal relationships, building, 212–213 Positive organizational diagnosis exercise, 504–505 Positive Practices Survey, 470 Positive reinforcement, 296 Positive relationships, 213 cases, 237–240 effects, 212 Positive work environment, creation, 300 Positivity, climate (establishment), 476, 478–483, 483t, 495 Postconvential level (principled level), 79 Post-It Notes, creation, 173 Post-negotiation negotiation, 337 Post-traumatic growth, 132 Power See Personal power abuse, absence, 272 base building, 250–251 manager establishment, 271–272 case, 275 conceptualization, 252 conversion, 253 corruption impact, 251–252 countervailing power, usage, 269 curve, 253 empowerment, difference, 397t enabling, 252–254 failures, repair, 276–277 gaining, 251–254, 263 activities, 281–283 exercise, 276–277 opportunities, 254 holder, 271 increase, 259 indicators, 253t inequality, 269 model, 272f need, 304 obtaining, 43 personal effectiveness, relationship, 253 positional power, sources, 259–263 position-power, determinants, 259t transformation, 263 translation, 272 usage, 268, 272 inappropriateness, 252 Preconvential level (self-centered level), 79 Preparation, creative thought stage, 178 550 Prime accountability, 414 Principled level See Postconvential level Principles, learning (limitations), 35 Priorities, 121 Prioritization, usage, 128–130 Proactive personality, 261 Proactive strategies, 116 Probes, types, 230 Probing response, 230 types, 230, 231t Problem-oriented communication, focus, 222 Problems addressing, 182 analytic/creative solutions, 156–159 approach, 42 artificial constraints, 175 attributes, combination, 185–186 creative definition, 179 defining, 161–162 definition elaboration, 180–181 improvement methods/techniques, 179–183, 183t reversal, 181–183 description, 346–347 disputant ownership, 353 facing, 42 focus, 348 identification, 345–346, 351–353 labeling, 121 personal ownership, maintenance, 346 stating, XYZ approach (examples), 347t subordinates, solutions, 124 subproblems, 143–144 suggestions, usage, 187 Problems, alternatives, 181 expansion, 184–185 generation, 183–187 techniques, 183t Problem solvers, fluency/thought flexibility, 183 Problem-solving, 156, 161 analytical problem-solving, steps, 161 cases, 193–197 collaborative approach, 342 collaborative problem-solving approach, proposal, 351–353 creative problem-solving, diagnostic surveys, 156 detriment, 349 difficulty, description, 163 managers, impact, 161 model, 162t process, 333 skills absence, 352–353 teaching, opportunity, 354 techniques, application, 187 Procedural justice test, 82 Process analyzing, 450 Productive role, 465 Productivity, increase, 481 Progress reports, importance, 291 Projects, division, 123 Proscratination, avoidance, 123 Prudential Real Estate, positive change (implementation), 501–504 Psychological resiliency (grit), 132 Psychological well-being, 114 Public commitments, ensuring, 490 Punishment, 296 Purpose, sense, 299, 300 Push strategy, 396 Q Quality circles, 432 R Rainbow, Jacob, 178 Ramsey, Joseph, 191 Rank, pulling, 452 Rapport, building, 348 Rational analysis, left-brain thinking (impact), 486 Rationalization, 438 Raytheon, 170–172, 174, 198 Reactive strategies, 116–117 Readiness, creation, 476, 483–485, 485t, 495 Realistic goals, 403 Reality testing, 450 Reason, 265 See also Retribution, reciprocity, and reason influence strategies, neutralization, 274 Reason strategy case, 267–269 neutralization, 270–271 usage, 274 Reciprocity, 134, 265 See also Retribution, reciprocity, and reason exercise, 143 generalized reciprocity, 134, 149–150 influence strategies, neutralization, 274 usage, 446 Reciprocity strategies, 267 neutralization, 270 usage, 274 Recreational work characteristics, 489 motivation/commitment, association, 489 Recreation, principles (application), 489 Referent, absence, 223 Referent power, 397 Reflected Best-Self Exercise, 470 Reflected best-self feedback, 470–471, 481–482 Reflected best-self portrait, 504–505 Reflecting response, 230–231 usage, rules, 231 Reflection probe, 230 Reframing, 136 Rehearsal, 136 Reinforcement potential, timing (impact), 298 timing, 298–299 Relatedness, 299, 303 Relational algorithm, 185 Relational words, usage, 186 Relationships See Interpersonal relationships relationship-building roles, 450, 451t strengthening, 233 Relaxation time, usage, 187 Relevance, 259 increase, 263 power characteristic, 262–263 Reliability, 406 Repetition probe, 230 Reservation price, 334 Resiliency, 151 development, 116, 130 psychological resiliency (grit), 132 studies, 130 Resistance, 452 overcoming, 484–485 Resources, 292 allocation, 338 provision, 405 Respectful engagement, 213 Respondents clarifying question usage, 350f motives, attribution, 347 persistence, 348 questions/points of view, 348 Responder, role, 59, 346, 349–351 Responding, 227–228 collective responding, 479 Responses, 228–229 advising response, 229 deflecting response, 229–230 probing response, 230 reflecting response, 230–231 types, 228f Responsibility, authority (matching), 414 Rest, James, 103 Restoration, occurrence, 479 Retribution fear, 271 resistance, 269 Retribution, reciprocity, and reason (three Rs), 263–265, 267 Retribution strategy neutralization, 269–271 pros/cons, 265–269 usage, 274 Reuters, 487 Reward, 296–298 perceived reward equity, 306–307 power, 397 salience, 303, 304–307 usage, 298 Rewarding approach, 297 Reward system, establishment, 129 Rifkin, Adam, 260 Right-brain activity, 177 Right-brain thinking, 486 Right-hemisphere thinking, 177 Rigidity, 145, 223 communication, 223 threat-rigidity response, 71 Rogers, Carl, 70 Roles, 354 blocking roles, 453 guidelines, 346 incompatibility, 340 information, 363–364 playing, 439 role-negotiation session, 233 unproductive roles, 452–453, 465 Roles, rewards, 190–191 Ross School of Business (University of Michigan), 481 Rule breaker, role, 190 Rust, Ed, 258 Rutherford, Ernest, 180 S Sanctioning power, 397 Sanders, Harland, 171 Satisfaction, motivation/performance (relationship), 288f SCAMPER See Substitute, Combine, Adapt, Modify, Put to other uses, Eliminate, and Rearrange Schor, Susan, 47 Schwartz, Jeffrey, 487 Scorekeeping objective, 489 systems, 404 Sculley, John, 487 Second-chance meetings, impact, 439 Security personal insecurities, 409 sense, 401, 417 Self-actualization, 303 Index Z03_WHET7741_10_GE_IDX.indd 550 18/12/22 3:08 AM Self-assessment, 159 provision, 70 Self-awareness application plan/evaluation, 102 areas, 72–73 assessment section, 64–69 assignments, 101–102 cases, 91–94 core aspects, 74f, 89f development, 64–69 activities, 101–102 diagnostic surveys, 64 dimensions, 70 engima, 70–71 improvement, exercises, 95–101 increase, 101 scores, satisfaction, 100f training, impact, 89 Self-Awareness Assessment Instrument, 64 Self-Awareness Satisfaction Profile, creation, 99 Self-censorship, 438 Self-centered individuals, rules/laws perspective, 80 Self-centered level See Preconvential level Self-consciousness, 436 Self-determination, 399, 401 fostering, 417 sense, 398 Self-disclosure, 72 usage, 95–101 Self-efficacy, 398–399, 401 fostering, 417 sense, 398 Self-empowerment, 424 Self-esteem core self-evaluation component, 87 protection, 70 Self-evaluation, component parts (identification), 69 Selfishness, 88 Self-knowledge, 41 impact, 70 Self-management, components, 291 Self-respect, protection, 70 Sell-by date, avoidance, 255 Seltzer, Joseph, 47 Sensitive line, concept (reliance), 71–72 Sensory imagery, 172 Sex discrimination, 271 Sexual advances, 271 Sexual harassment, case, 271–274 Shared stereotypes, 438 Shawbel, Dan, 250 Shillman, Robert J., 294–295 Short-term planning model, 128f, 129 Short-term strategies, implementation, 135 Short-term stress management, exercises, 143–150 Silence, 436 “Silence or violence,” 332 Silver, Spence, 170–173, 176, 188, 190–191 creativity, 190 Situational factors, 344–346 Situational stressors, 118 elimination, work redesign (impact), 127–128 Situation assessment, 356 Locus of Control Scale, 87 Skills cluster, application, 205 competency, 34 Z03_WHET7741_10_GE_IDX.indd 551 development, approach, 34–35 performance assessment, 33 basis, 102 study, 32 types, 36 variety, 127 Skills Analysis, 82 Skip feature/command, 92 Sleep, health (relationship), 130f Small-wins strategy, 129, 143–145 assignment, 143–145 institution, 490 Small wins, usage, 128–130 SMART See Specific Measurable Aligned Realistic Time bound Smither, James, 47 Social capital, 259–263 Social dynamics, awareness, 269 Social intelligence, 126–127 Social knowledge, 126 Social problem-solving, 126 Social Readjustment Rating Scale (SRRS), 110–113, 152 revision, 118 score, illness/injury (increase), 119 Solutions agreed-upon solution, understanding/ support, 354 generation, 162, 345, 349, 351, 354 implementation, 163–169 Sophocles (plays), 251–252 Sources of Personal Stress, 110 Specific goals, 290, 403 Specificity diffuseness, contrast, 40 diffusion, contrast, 78, 415, 448 Specific Measurable Aligned Realistic Time bound (SMART), 129, 137, 403 goals, 446–449 requests, 149 Specific orientation, 186 Spectators fee, charging, 181 Spencer, Graham, 260 Spencer, Percy, 169–170, 172, 174, 187, 188 Sponsor, role, 190 SRRS See Social Readjustment Rating Scale SSS Software in-basket exercise, 47–59 assignment, 47, 49 emails, examples, 49–57 SSS Software management problems, 365–374 Stakeholder expectations, 484 Stalling, 452 “Stay Hungry, Stay Foolish” (Jobs), 98 Stereotyping past experiences basis, 173 shared stereotypes, 438 Storming (stage), 436, 439–441 Strategies for Handling Conflict Assessment, 331 Strengths areas, 482 attention, 481 personal strengths, 482f Stress coping, 116–119 costs, 114–115 effects, 116 elements, 115–116 facing, 41–42 millennial generation, relationship, 141–142 model, 117f negative effects, 130 personal stress, sources, 113 physiological effects, research, 115 representation, 116 sources, 118t stress-related illness, 305 Stress management, 110–115 activities, 150–152 cases, 138–142 diagnostic surveys, 110 Stress Management Assessment, 110 Stressors anticipatory stressors, 119 categories, 116, 117f elimination, 119 strategies, management, 119t encounter stressors, 118 facing, 114 management, 118–119 situational stressors, 118–119 time stressors, 118 Stress reduction advantages, 136 short-term strategies, impact, 135 techniques, 135–136 Structural holes, 260 Students, teacher conversion, 491–492 Subdivision, 184 Subgroups, impact, 439 Subordinate initiative, reinforcement, 295t Subordinates attitudes, 409 expectations, 293 Subproblems, 143–144 Substitute, Combine, Adapt, Modify, Put to other uses, Eliminate, and Rearrange (SCAMPER), 181 Success achievement, 126 defining, 336, 356 questions, 31–32 Sullivan, Barry, 121 Summarizing, 451 Superficiality, 436 Superiority, 223 Superiority-oriented communication, 223 Supportive communication activities, 246–248 analysis, 215–217 attributes, 216–217, 216t basis, 219–220 conjunctive communication, 226 descriptive characteristic, 220–222 diagnostic surveys, 212 disconjunctive communication, 226 goal, 217 ownership, 226–227 principles, 219–231 problem orientation, 222–223 specificity/usefulness, 225–226 supportive listening requirement, 227–231 validation, usage, 223–225 Supportive listening requirement, 227–231 response types, 228f Supportive relationships, 223, 231, 300 building, work (impact), 133–134 Sustainability, 168 creation, 493 fostering, 491–495 Symbolic analogies, 180 Symbolic events, 484 Symbolic languages, 172 Symbol, vision (attachment), 488 Synectics, 179 T Talent, impact, 460–463 Tasks combination, 127 difficulty, 292–293 dimensions, 292–293 enabling, 213 identity, 127, 406 performance, prerequisites (understanding), 287–288 prioritization, 122 relevance, increase, 273 significance, 127 structure, 292–293 task-facilitating roles, 450, 450t task-related organizational resources, 292 Team(s) advantages, 431–435 commitment, 443 composition factor, 433–434 credibility, development, 444–446 development, 435–449 exercise, 459–461 stages, 436–444 diagnosis, exercise, 459–461 effectiveness, example, 435 engagement, timing (decision), 412f feedback, rules, 453t high-performance teams, attributes, 441–442 high-performing teams attributes, 442t issues, 442–443 management skills, 454f power, examples, 443–444 involvement, impact, 434t leader credibility, building, 445t role, 44 leading teams, 444–449 manifestions, 432 membership, 449–454 motivation, 433–434 performance, 45 exercise, 463–465 roles, 449–452 skills, development (importance), 432–433 structure, 434 team-level performance, team commitment/recognition (reinforcement), 440 team-oriented advertisement, 432 type, 433–434 unconditional commitment, 443 usage, impact (examples), 433 Team building, 430–431 activities, 465–466 cases, 455–458 diagnostic surveys, 430 exercises, 459–465 need, diagnosis, 430–431 Team-building (skill), 32 Team Development Behaviors Assessment, 430 Team members ability-related assistance, 292 alignment, 440 focus, 437 interpersonal relationships, 438, 442 support, display, 438 Index 551 18/12/22 3:08 AM Teamwork building, 430–431 desirability, escalation, 433 manifestations, 432 Tebbe, Mark, 97 Technical staff, input, 315–316 Tennessee Valley Authority (TVA) dam, farmer resistance, 490 Tension, relieving, 451 Thank you, expression, 481 Thinking ambidextrous thinking, test (exercise), 177t bias, 177 Janusian thinking, 182 language, 172–173 place, usage, 187 right-brain thinking, 486 vertical thinking, 171–172 Third-person-plural language, usage, 226 Thought, flexibility, 183 Threat-rigidity response, 71 Three Rs See Retribution, reciprocity, and reason Timberland, 487 Time frames, 454 monitoring, 148–149 reservation, 123 stressors, 118 elimination, time management (usage), 119–124 stress, reduction, 122 time-bound goals, 403 time-pressured situations, facing, 41–42 tracking, 123 Time management, 148–149 basis, 121 effectiveness, 120–124 identification, 122 matrix, usefulness, 120 usage, 119–124 Time Management Assessment, 110, 150 Time Management Survey, 149 guidelines, 137 552 Time use determination, activities types (impact), 120f patterns, 123t Timmer, Jan, 121 Tolerance of Ambiguity Scale, 64, 68–69, 85–86, 105–106 Toyota, mission/guiding principles, 499 Traditional power, 397 Training, consideration, 292 Trauma, acknowledgment, 480 Trickle-up leadership, 269 Trust, 400–401 conveyance, 213 fostering, 417 maintenance, 401 Trustworthiness, 259 Trustworthy, term (usage), 258–259 Two-way communication, 224 Two-way discussion, encouragement, 348 Two-way exchanges, 231 Tyranny, toxic effects, 269 U Ultimate accountability, 414 Unacceptable performance, causes (diagnosis/correction), 307–310 diagnostic framework, 307–308 Unacceptable performance, causes (identification), 307f Unanimity, illusion, 438 Unconscious Conspiracy, The (Bennis), 291 Understanding, fostering (diagnosis), 240–245 Unethical actions, 82 Uniqueness, areas, 482, 482f United Chemical Company case, 240–242 observer feedback form, 242 Unit-level expectations, usage, 289 Unity, maintenance, 438 Universalism, 77, 186 particularism, contrast, 40, 415, 448 Universalistic cultures, 235 Unproductive roles, 452–453, 465 Upward influence, exercise, 267–269 Urgent activities, 120 Useem, Michael, 269 Using Influence Strategies Assessment, 250 V Values, 76–81 differences, 97 dimensions, 77–79 maturity, 79–80 orientation, 76–77 sense, 401 stability, 73 Values-in-Action (VIA) instrument, 64, 81 Verification, creative thought stage, 178–179 Vertical thinking, 171–172 Vietnam War, forgiveness, 480 Virtuousness test, 83 Visibility, 259 achievement, 261–262 enhancement, 262 increase, 261 Vision articulation, 257–258, 495 attachment, 488 commitment, generation, 476, 488–490, 491t corporate vision statements, 496–498 institutionalizing, 494t left-brain side, articulation, 486 passion/principles, inclusion, 487–488 right-brain side, articulation, 486–487 statement, 486–487 sustainability, fostering, 490–494 Vision of abundance See Abundance Visual imagery, 172 Voicemail message, examples, 54–55, 370–371 von Oech, Roger, 180 von Treitschke, Heinrich, 251 W Weaknesses, labeling, 482 Well-being development, 130 exercises, 143–150 fostering, 114–115 management, 110–114 diagnostic surveys, 110 Western culture, bias, 186 What’s in it for me (WIIFM), 485 Wilson, Bill, 167 Wolf, Stewart, 125 Work accomplishment, 44 conditions, reation, 293 groups, punishment, 295 identifiable work units, formation, 127–128, 302 impact, 133 job definition, 132 meaningfulness, 132–134, 137 enablers, 133t motivational potential, increase (strategies), 302t performance predictors, 287 problems, diagnosis (exercises), 319–321 productivity, 131 recrafting, 133 recreational work, characteristics, 489 redesign, usage, 127–128 reframing/recrafting, 133 virtue/personal value, association, 133 work-related concerns, 479 work-related knowledge, 254 Workers, team involvement (impact), 434t Workforce, effectiveness (benefits), 339 Wozniak, Steve, 196 X Xerox Corporation, dissemination process, 441f Z Zone of Possible Agreement (ZOPA), 334 Index Z03_WHET7741_10_GE_IDX.indd 552 18/12/22 3:08 AM