[Jot Notes]High Performance Collaboration: Leadership, Teamwork, and Negotiation - Part 1

前幾天電腦突然出事 裡面的資料有機會找不回來了

為了避免之後再感受喪資料之痛 我決定將notes在Online doc存一份 豆瓣存一份

死了一個我 還有千千萬萬個我（dum心口

最近在Coursera上學有關management和leadership的課程 這次的是西北大學的High Performance Collaboration: Leadership, Teamwork, and Negotiation課程 視頻很短 但是真的有點醒我 希望未來的自己也能成為一個contagious的leader:)

New Technologies have affected business

• reducing barriers to entry
• undermining the stickness of inconic brands
• creating greater transparency
• supplying endless data and constant distraction

What is a successful leader today?/ What is great leadership?

• Great leadership is all about the people who know how to build effective, resilient organizations that don't lose their edge.
• Other people determine whether you are a leader, not your title.
• Effective leaders motivate and inspire people to bold and effective action.

Clarity of purpose

• To what they are doing at work and why they are doing it.
• Clarity of purpose comes from knowing whose needs you are there to meet.

Effective collaboration

• The rarest skill is the ability to solve problems by working across traditional boundaries. (Functional silos, business units, teams, countries, cultures)
• To be a bridge builder rather than a team player.
• Organizations, not individuals, drive human progress.

Job motivation

• Intrinstically motivated
• Extrinsically motivated
• We are advising leaders to affirm intrinsic motivation in themselves and others.
• Failing to affirm intrinsic interst can undermine motivation.

The how of happiness

• Genetically determined(50%)
• Life circumstances(10%) - material wealth, marriage, employment status, income and possessions.
• Intentional activity(40%) - behaviors and practice that we voluntarily pursue.

The how of decision making

• Build in tests of disconfirmation. What could prove you wrong?
• Reward team members for providing controversial data
• Set up policies in advance of obtaining outcomes
• Bring in outsiders, but don't tell them your preferred course of action.
• Avoid making trivial decision before facing a big decision.

Framing effect - means that you can be easily manipulated or manipulate others

• The fact that we prefer the sure thing suggests that most people are risk averse.
• Most decision-makers are risk-averse when it comes to good things, but are risk-seeking when it comes to negative things.

[How to apply]

• Suppose I wanna introduce a change initiative in my team, I am best advised to present the opportunity as avoiding a sure loss.
• Conversely, suppose I like the status quo in my company and change is very upsetting to me. To get people to be risk averse I need to present the options as a keep the status quo and make gains, versus take a big risk for possibly more gains.

Confirmation bias

• Essentially the tendency for people to seek information that confirms what they want to believe.

Decision fatigue - truly effective leaders know their limits

• The act of making decisitions produce fatigue.
• Unlike physical exertion where we know we are tired, leaders are often unware that they are mentally fatigue and they become organizationally dangerous.

[How to apply]

• Get out your calendar at the beginning of the week, and figure out what meetings, what decisions, what judgement calls, need to be made, and get ready for those moments.
• Don't waste time sweating the small stuff and be ready for the big stuff. Always keep mentally fresh.

Team scaling fallacy

• As team size increased, people increasingly underestimate the number of labor hours required to complete the project.

[How to apply]

• The remedy is to base forecasts on milestones, not the entire project and factor in obstacles.

Common information effect

• The tendency for groups to discuss information that they all have in common, rather than unique information.

[How to apply]

• The remedy is to suspend initial judgement, consider alternatives one at a time, and find out who has information that is not shared by all group members.