reptilicas

Environment Reinforcers                           Personal/Cognitive                                            Factors   Behavior       Beliefs,             expectancies                         personal dispositions    .     Internal, environmental, and behavioral variables interact to influence personality. .     Self-Efficacy      .  a person's perception of his or her ability to perform competently whatever is attempted                                       

Deliberate attempt to influence attitudes and/or behavior of another person Four Elements of Persuasion .    Source of the communication      .  Who is doing the persuading? .   Audience      .  Who is being persuaded? .   Message      .  What is being said? .   Medium      .  What is the means by which the message is          transmitted?          

Supportive learning environment Psychological safety. Appreciation of differences. Openness to new ideas. Time for reflection. Concrete learning processes and practice Experimentation. Information collection. Analysis. Education and training. Information transfer. Leadership that reinforces learning Managers recognize the limits of their knowledge and invite input from others. Managers ask questions and listen effectively. Managers encourage expression of multiple viewpoints. Managers provide time and resource for identifying problems, analyzing performance, and reflection on new ideas.

Survey feedback: A questionnaire is distributed to ascertain perceptious and attitudes.  The results are then shared with them.  The questionnaire may ask about such matters as group cohesion, job satisfaction, and managerial leadership.  Once the survey is done meaningful results can be communicated so that they can then engage in problem solving and constructive changes. Process consultation: An OD consultant observes the communication process- interpersonal-relations, decision-making, and conflict-handling patterns - occurring in work groups and provides feedback to the members involved.  The change agent hopes to give them the skills to identifying and improve group dynamics on their own. Team building: Learn to function as a team. Intergroup developing: Attempts to develop better cohesiveness. Techno-structural activities: Improving the work technology or organizational design.  An intervention involving a work-technology change OR organizationa

STEP 1.  Establish a sense of urgency Description Create a compelling reason for why chance is needed. 2.  Create the guiding coalition Description Power to lead the change. 3.  Develop a vision and strategy Description Create a vision and strategic plan to guide the change process. 4.  Communicate the change vision Description Create and implement a communications strategy that consistently communicates the new vision and strategic plan. 5.  Empower broad-based action Description Eliminate barriers to change and use target elements of change to transform the organization.  Encourage risk taking and creative problem solving. 6.  Generate short-term wins Description Plan for and create short-term wins OR improvements.  Recognize and reward for wins. 7.  Consolidate gains and produce more change Description Use credibility from short-term wins to create more change.  Additional people are brought in.  Att

1.  Learning from Success 1.  Assuming that success was due to their insights and talents and not random events or external factors. 2.  Decision-making bias of over-confidence, that management is better that it actually is. 3.  Pertaining to the natural tendency of "not asking why" we succeeded at something.  Be vigilant about studying the causes of success over time. 2.  Learning from Failure FACTORS: 1.  The blame game. 2.  The inability to recognize that failures are not created equal. 3.  Not having a learning culture. 4.  Not detecting the lead indicators of failure. 5.  The self-serving bias. 6.  The reluctance to experiment.