PowerPoint Presentation by Charlie Cook Copyright © 2005 South-Western. All rights reserved. Module 4 Diverse Cognitive Styles in Teams
Copyright © 2005 South-Western. All rights reserved.4–2 Figure 4.1 Five Key Aspects of Work Situations The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–3 Personal Work Styles Four activities that every worker has to do each day are: Meeting with others Generating information Making decisions Choosing priorities The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–4 Personal Work Styles (cont’d) Meeting with others This activity also called managing relationships Two approaches for managing relationships: Extroverted Introverted Generating information Two aspects of gathering information: Sensing Intuition The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–5 Personal Work Styles (cont’d) Making decisions Two options for dealing with information that has been gathered: Thinking Feeling Choosing priorities Choices must be made in how to allocate time Priorities are: Getting more facts (sensing) or ideas (intuition) Making decisions (thinking or feeling) The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–6 Personality Preferences Extrovert———Establishing Relations———Introvert Sensing——— Generating Information ———Intuitive Thinking———Making Decisions———Feeling Judgmental———Choosing Priorities ——— Perceptive The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–7 Establishing Relationships: Extrovert Approach Will often think things out by talking them through Enjoys meeting other people and often seeks social gatherings Enjoys a variety of tasks and activities Stimulated by unanticipated interruptions When speaking publicly will often talk impromptu Likely to contribute a lot at meetings Can be impulsive The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–8 Establishing Relationships: Introvert Approach Prefers to think things out before speaking Does not have a high need to meet regularly with others Likes to concentrate on a few tasks at a time Dislikes unanticipated interruptions When speaking publicly will prepare in depth and speak to a plan May be more quiet at meetings More likely to consider things before acting The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–9 Generating Data: Sensing Approach Prefers practical problems Prefers systems and methods Likes to work with tested ideas Likes to work with real things Patient with routine detail Will test established facts Pays attention to facts and detail Wants to see detailed parts Likes schedule of working Searches for standard problem-solving approach The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–10 Generating Data: Intuitive Approach Enjoys ambiguous problems Gets bored with routine problems Regularly floats new ideas Sees possibilities and implications Frequently jumps beyond the facts May get facts wrong Has creative vision and insight Follows inspirations Searches for the new; innovation Likes complexity and searches for creative approaches The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–11 Making Decisions: Thinking Approach Tries to establish objective decision criteria Measures decisions against payoffs Can be seen as detached and cold Believes in deciding according to situation Is likely to be flexible depending on situation Negotiates on the evidence Has concern for fairness based on the rules Likes analysis and clarity Sets objectives and beliefs follow Task orientated The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–12 Making Decisions: Feeling Approach Has personal subjective decision criteria Measures decisions against beliefs Can be seen as overcommitted to a point of view Believes in deciding on personal considerations Is likely to be nostalgic, holding to traditional ways Negotiates on rights and wrongs of the issues Believes fairness relates to values and beliefs Likes harmony based on common values Objectives emerge from beliefs Principles orientated The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–13 Establishing Priorities: Judging Approach Likes clarity and order Concerned with resolving matters Dislikes ambiguity Very orderly May rush to quick decisions Can be somewhat inflexible once judgment is made Concerned to work to a plan Emphasizes decision making over information getting Concerned with implementation Likes to get things resolved and operating The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–14 Establishing Priorities: Perceptive Approach Enjoys searching and finding May procrastinate in search of even better information Can tolerate ambiguity Concerned to know, not organized Takes in lots of data— maybe too much Open minded and curious Works according to the requirements of the data Emphasis on diagnosing over concluding and resolving Concerned with knowledge Likes to find out as much as possible before action The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–15 Figure 4.2 Combinations of Preference Alternatives The Press: Mapping Managerial Styles
Copyright © 2005 South-Western. All rights reserved.4–16 Organizational Preferences of Different Types Table 4.1 The Press: Mapping Managerial Styles