Diversity is sought after by all the firms, but what is diversity only the functional diversity affects Networking

king in vogue, but Power: ability to accomplish goals (Organizational or personal) through people
the team performance and not the race, gender, age, education, tenure. Aversive / unpleasant Persuasion and contacts Cooperative environment
Common Knowledge Effect: Groups spend most of the time discussing information members have in Perceived negatively Social landscape also involves competition and indifference
common; unique information is rarely shared. Ineffective strategies: Oftentimes an inefficient investment of time Bases of Power: expertise or skills
Increase amount of discussion time Be strategic about building networks (Create a smart, not large 1. Expert Power: Possession of valued information, knowledge, ability, expertise, or skills
Increase group size; particularly similar others. Effective Strategies: network) 2. Reward Power: Ability to provide valued resources
Determine team members knowledge and expertise Redirect discussion to unshared information Informational value (diverse people) 3. Referent Power: Status / respect
Appoint a person to explicitly search for differences Create a norm of critical approach to Instrumental value (right people) 4. Legitimate or Positional Power: Formal authority / hierarchy
discussion Having a lone dissenter advocating optimal or bad choice can help. Consensus Norm: to Strength of Weak Ties: 56% found their job through personal 5. Coercive Power: Ability to punish
work together, Critical Norm: debate an issue connections- 83% of these in contact occasionally or rarely Perceived generosity mediates the relationship between self-monitoring and social status
Stereotypes (ST): any thought widely adopted about specific types of individuals. Teddy Bear Effect: Dunbars Number: you can have a stable relationship with 147.8 We generally do not go green in private but in public. Desirability of high power position is less in
works for Blacks if they want to be CEOs but opposite for whites. ST threat can be there if questions people women (research says: P)
are framed wrongly (reminding of ethnicity, gender, etc) Double Bind: Choosing between two Bypassing the hierarchy and reaching the top man could be a risky Extraversion and Physical attractiveness relates maximum to the leadership
conflicting situations (a) Do X, or I will punish you (b) Do not do X, or I will punish you. Overarching move and can backfire. Better to connect thro Knowledge brokers, Red Sneakers Effect: people who stand out from the crowd are actually seen as having higher status
Identity: a common factor uniting a group in a strong way. Superordinate goals that require the knowledge champion, connection and relocation. than others
cooperation of two or more people or groups to achieve, which usually results in rewards to the The Macbeth Effect: is a priming effect said to occur when response Power and Perspective Taking: Power tends to corrupt, and absolute power corrupts absolutely.
groups - reduce intergroup conflict. Strong interdependence reduces social category conflict. Elicit to a cleaning cue is increased after having been induced by a feeling Great men are almost always bad men.
unique viewpoints. of shame using words like bath, wash, etc. Powerful and Illusory Control: rolling a dice yourself vs computer you feel that you can control
Sincere Relationship Building: Connect through other benefits (its a events
win win, I can help u), Connect through higher benefits (didnt put you Power & Sex: false perception that people are interested in sex when youre powerful
in this position, Xerox put us both in it) GIST: Power changes your psychology: Perspective taking, over-confidence,
social cognition and behavior
Status Quo Bias: is an emotional bias; a preference for the current state of affairs. The current baseline (or status quo) is taken as a reference point, and any change from that baseline
is perceived as a loss. Common Network Traps That Catch Rising Stars
Bystander nonintervention: As group size increases 1. Each persons feelings of responsibility decrease 2. Norm of inertia arises (you look around and see other people looking
The bottleneck Heavy reliance on oneself in an organization. Inefficient use of time
around) Odds of any given person intervening decreases
The formalist Inaccurate perception of the informal network.
Advice Seeking: task difficulty moderates the effect of advice seeking on the perceived competence of the advice seeker
Social Proof: Help save environment vs join fellow guests who did 75% of the times The disconnected expert Does not address skill gaps by leveraging relationships
Interdependent Sampling causes Social Influence 1. Exposure to positive information (neighbor praised the car brand he purchased) 2. Disconfirmation of negative information The biased networker Allows certain voices to become disproportionately important in
(ur frnd liked the food in hotel but u dint u may again try and start liking) 3. Sample size positive information decisions
Indirect Social Influence: Obesity spreads through social ties, same for happiness The surface networker Superficial
The chameleon Leaders absorb interests, values, personalities, cause misalignment
Influence Tactics
Persuasion If viewed as an expert in non-emotional, cooperative settings
Assertion Involves higher personal risk than persuasion.
Bridging Provides depth and empathy to influence strategy. More important when you need
the target more than the target needs you
Attracting Focuses on alignment of interests between you and others. Attracting is more
effective when your target already shares some of your goals
Disengaging Best hope for successful influence. Step back and return with renewed energy.
Also used when new data comes to light