1. Week 13: Micro-Theories Quiz Theories Coaching activity Cognitive resources theory Vroom Normative Model Team Task

2. 1.Information-- Obtain accurate and multiple sources of information on the performance problem 2.Feasibility-- Determine whether the coaching intervention is feasible & desirable 3.Investment-- Involve the person in identifying desired attributes for a person in his/her role (consider multiple feedback sources) 4.Feedback-- Involve the person in determining who can provide meaningful feedback (direct reports, suppliers, peers, customers, supervisors, etc.) 5.Collect feedback-- written anonymous survey collated and given to the person 6.Analyze results– discuss the feedback, identify strengths, identify 1-2 areas for improvement of most relevance to the business 7.Action plan– develop specific alternatives, plan when and how to specifically apply behaviors 8.Respond to stakeholders– have the person respond to concerned stakeholders and get further suggestions on how to improve. Keep it simple, positive, and focused. Suggest they listen and not judge the suggestions 9.Follow-up– develop an ongoing process for updating information and checking progress. In 6-months do a brief survey with stakeholders on progress 10. Review– examine the results and start again for refinements and new goals over the next 12-18 months Steps in Coaching for Performance

3. Coaching exercise: Identify a “coach” and “employee” in your team; the rest of the team are “observers” The employee is to identify a study habit or behavior that needs improvement; the coach will use “coaching” techniques to define the problem, consequences of the behavior, motivation to change, and prepare a plan for improvement. The “employee” then gives feedback to the coach on what was and was not helpful The “observers” then give feedback to both on what they observed (focus on how to improve coaching and feedback)

5. So, how do you make decisions? In your team, think of some kind of important decision related to your career (e.g., which job offer to take) See if you can list a series of steps in sound decision making

6. 1. Quality Requirement (QR): How important is the technical quality of the decision? 2. Commitment Requirement (CR): How important is subordinate commitment to the decision? 3. Leader's Information (LI): Do you (the leader) have sufficient information to make a high quality decision on your own? 4. Problem Structure (ST): Is the problem well structured (e.g., defined, clear, organized, lend itself to solution, time limited? 5. Commitment Probability (CP): If you made the decision by yourself, would your subordinates would be committed? 6. Goal Congruence (GC): Do subordinates share the organizational goals to be attained in solving the problem? 7. Subordinate conflict (CO): Is conflict among subordinates over preferred solutions likely? 8. Subordinate information (SI): Do subordinates have sufficient information to make a high quality decision? Vroom-Yetton-Jago Normative Decision Tree Victor Vroom Philip Yetton Arthur Jago

9. Now it’s your turn… Identify a situation in which you has the responsibility to decide whether to delegate a problem to others. Use the Vroom-Jago Decision Tree to trace what you could have done if using the tree Now, compare the decision from the tree with what you actually did Would it have made a difference if you had used the tree?