Chapter 1: Developing Self-Awareness Who are you, and what is your preferred work style?

2 Objectives Increase personal awareness of your: Sensitive line Personal values and moral maturity Learning style Orientation toward change Interpersonal style

3 Sensitive Line Point at which individuals become defensive or protective when encountering information about themselves Increased self-knowledge occurs when: Information is verifiable, predictable and controllable Self-disclose so others can provide insights into your behavior

4 Core Aspects of Self- Concept Values Attitudes (Toward Change) Learning Style Interpersonal Needs

5 Values Fundamental standards of desirability by which we choose between alternatives, assumptions about the nature of reality learned early, continue to develop drive choices and behavior differ based on culture and environment

6 Cultural Values Broad, general orientations that characterize large groups Identify ways in which nationalities differ from one another Cultural values predict individual values

7 Trompenaar’s Value Dimensions UniversalismParticularism IndividualismCollectivism AffectiveNeutral SpecificDiffuse AchievementAscription Past and PresentFuture InternalExternal "Flags courtesy of Used with permission"

8 Rokeach - Two Types of Personal Values Terminal Comfortable life Exciting life World at peace World of beauty Equality Family security etc... Instrumental Ambitious Capable Cheerful Clean Courageous Forgiving etc...

9 Most managers... value sense of accomplishment, self- respect, a comfortable life, power, and independence more than others highest instrumental value: ambition highest terminal value: accomplishment tend to be achievement-oriented

10 Kohlberg – Value Maturity Model Three levels of maturity with six stages of development Self-centered level – (1) obedience and punishment, (2) naively egoistic orientations Conformity level – (3) good person, (4) “doing duty” orientations Principled level – (5) contractual legalistic, (6) conscience of principle orientations

11 LEVEL A M % SCORING IN THIS STAGE SOURCE: Davidson, M. and Robbins, S. (1978) “The reliability and validity of objective indices of moral development.” Applied Psychological Measurement, 2: Defining Issues Test Comparison Data

12 Value-Based Decision Making Most managers feel pressure to compromise personal values to achieve company goals Some tests of ethical behavior: Would I be comfortable if behavior was on the front page of the newspaper? Will my actions produce a good night’s sleep?

13 Learning Style An individual’s inclination to perceive, interpret and respond to information in a certain way Two key dimensions: manner in which you gather information way in which you evaluate and act on information

14 Learning Styles - Kolb Concrete experience – learn through personal involvement Reflective observation – seek meaning through study Abstract conceptualization – build theories using logic, ideas and concepts Active experimentation – change situations and influence others to see what happens

15 Sample Scoring for LSI Concrete Experience Active Experimentation Reflective Observation Abstract Conceptualization Diverging Accommodating Converging Assimilating

16 Tolerance of Ambiguity The extent to which individuals are threatened by or have difficulty coping with ambiguity, uncertainty, unpredictability, complexity... Organizational environments are characterized by more and more information, turbulence and complexity

17 Tolerance of Ambiguity Dimensions Complexity – using multiple, distinctive, or unrelated info  Novelty – coping with new, unfamiliar situations  Insolubility – dealing with problems that are difficult to solve

18 Managers with High Tolerance for Ambiguity... are more entrepreneurial in their actions screen out less information in complex environment choose specialties that are less structured cope more effectively with organizational change, downsizing, role stress and conflict

19 Locus of Control The attitude people develop regarding the extent to which they are in control of their own destiny Most successful American managers have internal locus of control – they believe that they control destiny rather than being controlled by outside forces (external locus of control)

20 High Internal LOC less alienated from work more satisfied with work experience less job strain more likely to be leaders do better in stressful situations use more persuasive power less likely to comply with leader directions

21 Locus of Control Scale Comparison Data SAMPLE SCORE NUMBER MEAN Alberta Municipal Administrators 50** 6.24 Business Executives71*** 8.29 Career Military Officers 261*** 8.29 Connecticut Psychology Students 303* 3.88 National High School Sample 1000* 8.50 Ohio State Psychology Students 1180* 8.29 Peace Corps Trainees 155* 5.94 Sources:*Rotter, 1966 **Harvey, 1971 ***Rothberg, 1980 (Higher scores more external.) (29 possible points.)

22 Interpersonal Needs Need to work with others to accomplish tasks Need to work with others to reduce anxiety Need to work with others to define oneself Personality determines style of working with others FIRO-B measures differences in styles

23 FIRO-B Descriptors

24 Average FIRO-B Scores and Ranges

25 FIRO-B Incompatibilities Reciprocal – Difference between one person’s expressed behavior and another person’s wanted behavior Originator – Match between expressed scores of two individuals Interchange – Extent to which two people emphasize the same interpersonal needs

26 Developing Self-Awareness: Behavioral Guidelines Identify your sensitive line Identify your values and those of others Seek ways to expand yourself Identify important interpersonal incompatibilities Engage in self-disclosure Keep a journal