| front |
back |
revisions |
lasted changed by |
history |
| Quote to remember |
"it is more important to be heard than understood" |
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jenmn2010 Tue, 03 Mar 2009 22:20:21 GMT |
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| good listening skills |
-stop
-look
-listen
-ask questions
-paraphrase content
-paraphrase feelings |
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jenmn2010 Tue, 03 Mar 2009 22:20:21 GMT |
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| description on how to give feedback |
-use first person-singular language (I vs. we or you)
-make your descriptions specific
-eliminate editorial comments - uses the "I" statements form without the supportive intent or phrasing
-requires appropriate tone, eye contact, gestures, and body language |
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jenmn2010 Tue, 03 Mar 2009 22:20:21 GMT |
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| disconfirming |
responses cause people to value themselves less |
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jenmn2010 Tue, 03 Mar 2009 21:21:33 GMT |
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| confirming |
-responses cause people to value themselves more |
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jenmn2010 Tue, 03 Mar 2009 21:21:33 GMT |
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| Supportive v defensive |
-evaluation v description
-control v problem orientation
-manipulation v assertiveness
-indifference v empathy
-superiority v equality
-certainty provisionalism (flexible/adaptable) |
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jenmn2010 Tue, 03 Mar 2009 21:21:33 GMT |
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| conditions for constructive competition |
1. winning isn't everything
2. opponents are equally matches
3. there are clear, specific rules that ensure fairness |
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jenmn2010 Tue, 03 Mar 2009 21:21:33 GMT |
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| MEGA |
Mutually
Exclusive
Goal
Attainment |
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jenmn2010 Tue, 03 Mar 2009 21:15:21 GMT |
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| MIGA |
Mutually
Inclusive
Goal
Attainment |
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jenmn2010 Tue, 03 Mar 2009 21:15:21 GMT |
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| cooperation vs competition |
MIGA v MEGA |
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jenmn2010 Tue, 03 Mar 2009 21:15:21 GMT |
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| What is climate? |
-the environment, the feeling you get off of the group
-the factors that allow you to have the felling about your group
-how do you know if you're getting along?
-how did you end up with that climate? |
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jenmn2010 Tue, 03 Mar 2009 21:15:21 GMT |
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| red herring |
distraction through irrelevant facts or arguments |
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jenmn2010 Tue, 03 Mar 2009 21:12:06 GMT |
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| hasty generalization |
conclusions from too little evidence |
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jenmn2010 Tue, 03 Mar 2009 21:06:18 GMT |
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| bandwagon |
everybody is in favor |
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jenmn2010 Tue, 03 Mar 2009 21:06:18 GMT |
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| either - or |
only two approaches to a solution |
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jenmn2010 Tue, 03 Mar 2009 21:06:18 GMT |
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| Reasoning fallacies |
either or, bandwagon, hasty generalizations, attaching person, red herring |
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jenmn2010 Tue, 03 Mar 2009 21:06:18 GMT |
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| How to prevent group think |
-recognize
-min status difference
-seek info that challenges emerging concurrence
-develop norms that allow for disagreement |
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jenmn2010 Tue, 03 Mar 2009 21:04:16 GMT |
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| *How do individuals contribute to group think* |
-action anxiety: don't rush into a decision
-negative fantasy: avoid a conflict b/c you don't want to think of what could happen
-fear of separation: belonging issue |
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jenmn2010 Tue, 03 Mar 2009 21:04:16 GMT |
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| Group think |
-critical thinking isn't encouraged or rewarded
-members believe their group can do no wrong - arrogance
-members are too concerned about justifying their actions - close mindedness
-members apply pressure to those who don't support them - uniformity issues
-members often believe they have reached true consensus |
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jenmn2010 Tue, 03 Mar 2009 21:04:16 GMT |
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| Inferences |
-uncritical thinking
-conclusions about the unknown based on the know
-guesses varying by degrees from educated from uneducated
-drawn from previous experiences, factual data, and predispositions |
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jenmn2010 Tue, 03 Mar 2009 21:04:16 GMT |
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| false dichotomies |
think in terms of extremes
Tall v Short
Narrow v Wide |
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jenmn2010 Tue, 03 Mar 2009 20:51:35 GMT |
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| combating confirmation bias |
1. seek disconfirming info and evidence
2. vigorously present disconfirming evidence to the group
3. play devil's advocate
4. gather allies to help challenge confirmation bias |
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jenmn2010 Tue, 03 Mar 2009 20:51:35 GMT |
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| Decision making problems |
-confirmation bias
-false dichotomies - either or thinking
-inferences |
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jenmn2010 Tue, 03 Mar 2009 20:51:35 GMT |
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| information underload |
too much close-mindedness, it is the bigger problem |
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jenmn2010 Tue, 03 Mar 2009 20:51:35 GMT |
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| how to deal with information overload |
shutting off technology, limiting the search |
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jenmn2010 Tue, 03 Mar 2009 20:40:29 GMT |
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| info bulima |
binge and purge cycle of info processing (cram for the quiz then forget it) |
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jenmn2010 Tue, 03 Mar 2009 20:40:29 GMT |
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| information overload |
impedes critical thinking, promotes indecisiveness, info bulima, ADD |
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jenmn2010 Tue, 03 Mar 2009 20:40:29 GMT |
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| The raw material to critical thinking |
underload or overload information |
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jenmn2010 Tue, 03 Mar 2009 20:40:29 GMT |
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| Inquiry |
holding conversations where we openly share ideas and develop knowledge about each other's assumptions |
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jenmn2010 Tue, 03 Mar 2009 20:21:37 GMT |
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| Reflection |
slowing down our thinking processes to become more aware of how we form our perceptions of things |
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jenmn2010 Tue, 03 Mar 2009 20:21:37 GMT |
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| what questions should you ask to asses accuracy? |
-Do these assumptions make sense?
-Do they fit reality as we have understood and lived it?
-Under what conditions do they seem to hold true?
-Under what conditions do they seem false? |
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jenmn2010 Tue, 03 Mar 2009 20:21:37 GMT |
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| 3 steps to critical thinking |
1. become aware that assumptions exist
2. making assumptions explicit
3. assessing their accuracy and validity by asking questions |
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jenmn2010 Tue, 03 Mar 2009 20:21:37 GMT |
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| critical |
think further/beyond analyze the logic, trust your gut feeling component |
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jenmn2010 Tue, 03 Mar 2009 20:02:13 GMT |
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| logic |
analyze the date in a factual situation to think what feels right |
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jenmn2010 Tue, 03 Mar 2009 20:02:13 GMT |
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| what does it take to be a critical thinker? |
expand your thinking, thinking outside the box, pay attention to details |
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jenmn2010 Tue, 03 Mar 2009 20:02:13 GMT |
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| critical thinking |
necessary for brainstorming and decision making |
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jenmn2010 Tue, 03 Mar 2009 20:02:13 GMT |
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| Myths about creativity |
-mysterious that can't be learned
-only a few are creative
-creativity just happens |
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jenmn2010 Tue, 03 Mar 2009 06:14:43 GMT |
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| Creativity |
-Creativity is more perspiration than inspiration
-Hard work |
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jenmn2010 Tue, 03 Mar 2009 06:14:43 GMT |
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| PERT steps |
1. determine what the final step should look like
2. specify any events that must occur before the final goal is realized
3. put the events in chronological order
4. if necessary, construct a diagram of the process to trace the progress of implementation
5. generate a list of activities, resources, and materials that are needed between events
6. develop a time line for implementation
7. match the total time estimate for implementation of the solution with any deadlines
8. specify which group members will have which responsibilities |
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jenmn2010 Tue, 03 Mar 2009 06:11:46 GMT |
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| PERT |
Program Evaluation Review Technique |
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jenmn2010 Tue, 03 Mar 2009 06:11:46 GMT |
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| how to put a solution to action |
PERT diagram |
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jenmn2010 Tue, 03 Mar 2009 06:11:46 GMT |
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| Evaluating your solution |
-T-chart: pros and cons
-multi-voting
-average ranking and rating |
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jenmn2010 Tue, 03 Mar 2009 06:11:46 GMT |
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| Fish bone diagram |
problem, possible reasons, why this why that |
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jenmn2010 Tue, 03 Mar 2009 06:06:02 GMT |
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| force field analysis |
driving v restraining forces (T diagram) |
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jenmn2010 Tue, 03 Mar 2009 06:06:02 GMT |
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| Journal of six questions |
who, what, when, where, why, how |
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jenmn2010 Tue, 03 Mar 2009 06:06:02 GMT |
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| problem quote |
"a problem well stated is a problem half solved" |
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jenmn2010 Tue, 03 Mar 2009 06:06:02 GMT |
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| Structured problem solving and decision making |
-any method of structuring group problem solving and decision making than no method at all
-agendas keep the discussion on track
-60% task structure
-40% relationship structure |
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jenmn2010 Tue, 03 Mar 2009 06:02:42 GMT |
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| obstacles to quality decision making and problem solving |
-lack of process to structure discussion
-members put off by biases, prejudice
-poor planning
-lack of adequate or appropriate resources
-wrong people
-pressure for immediate answer
-poor communication and listening skills
-lack of supportive, positive, open climate
-unsure of problem
-lack of sponsorship |
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jenmn2010 Tue, 03 Mar 2009 06:01:30 GMT |
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| How to achieve consensus |
1. follow the standard agenda
2. establish a cooperative climate
3. identify the pluses and minuses of potential decisions under consideration
4. discuss all concerns of group members and attempt to resolve every one
5. Avoid adversarial, win-lose argument
6. request a stand aside
7. avoid conflict-suppressing techniques such as coin flipping and swapping
8. If consensus is impossible despite these guidelines, seek a super-majority (min 2/3 agreement) |
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jenmn2010 Tue, 03 Mar 2009 06:01:30 GMT |
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| Consensus requires |
Time, active participation, skills in listening, skills in conflict resolution, skills in facilitating group activities, creative thinking, open-mindedness |
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jenmn2010 Tue, 03 Mar 2009 06:01:30 GMT |
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| Consensus is not |
A vote of any kind, a representation of each persons priority or preference |
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jenmn2010 Tue, 03 Mar 2009 05:51:06 GMT |
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| How are decisions made? |
Average, majority vote, random choice, minority vote, decision by consensus, guessing |
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jenmn2010 Tue, 03 Mar 2009 05:51:06 GMT |
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| Problem |
the process of overcoming obstacles to achieve a goal |
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jenmn2010 Tue, 03 Mar 2009 05:51:06 GMT |
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| Decision |
Having to chose from more than one thing (problem) |
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jenmn2010 Tue, 03 Mar 2009 05:51:06 GMT |
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| Consensus is not |
A vote of any kind, a representation of each persons priority or preference |
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jenmn2010 Tue, 03 Mar 2009 05:50:48 GMT |
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| How are decisions made? |
Average, majority vote, random choice, minority vote, decision by consensus, guessing |
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jenmn2010 Tue, 03 Mar 2009 05:50:47 GMT |
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| Problem |
the process of overcoming obstacles to achieve a goal |
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jenmn2010 Tue, 03 Mar 2009 05:50:47 GMT |
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| Decision |
Having to chose from more than one thing (problem) |
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jenmn2010 Tue, 03 Mar 2009 05:50:46 GMT |
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