- Organizational Behavior Assessing structure, culture, leadership and team dynamics to
improve organizational effectiveness
Session 1 – Course Overview, Expectations and Introduction to
Core Frameworks
Fall 2021
Version 2
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Copyright © 2021 Thomas Mazzone
Session 1 – Course Overview, Expectations and Introduction to Core Frameworks
Objectives:
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Review course syllabus and student expectations
Introduce teams and the focus of teamwork
Discuss why organizations exist and the scope and benefits
of studying organizational behavior
Discuss the importance of knowledge and the knowledge
creation process
Introduce the core concept of ‘framing and reframing’
Next week:
- Discussion forum –
Organizational Knowledge
Creation
- Continue discussion on course
structure and approach to
assignments
- Continue the discussion on
personality and its link to
organizational behavior
Agenda:
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Introductions
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Review course structure and expectations
break
6:00 - 6:30 pm
6:30 - 7:30 pm
7:30 - 7:40 pm
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Discuss Organizational Purpose
7:40 - 8:00 pm
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Discuss Personality and Organizations
8:00 - 8:20 pm
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Introduce the core frameworks
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Introduce the first discussion forum
Copyright © 2021 Thomas Mazzone
8:20 - 8:30 pm
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Creating an Organization worth Working for
How can I drive change and help my organization become more purposedriven, and inspire people to contribute to make a difference, regardless of my
position in the organization
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Copyright © 2021 Thomas Mazzone
An organization is an entity – such as a
company, an institution, or an association –
comprising one or more people and having a
particular purpose.
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Copyright © 2021 Thomas Mazzone
Classes based on the Socratic Method - The Socratic
“method” is a form of cooperative argumentative
dialogue between individuals, based on asking and
answering questions to stimulate critical thinking and
to draw out ideas and underlying presuppositions
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Copyright © 2021 Thomas Mazzone
Contents
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Course Philosophy
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Instructor Introduction
Course Calendar
Student Evaluation Criteria
Team Assignments and Expectations
Course Structure
Organizational Behavior - Key Definitions
Assessment Criteria - DICE and SMART
Myers-Briggs Personality Type Indicator (MBTI) •
and Keirsey Temperaments
Organizational Assessment and Development
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Structural Assessment - HW 1 Session 5
Symbolic (Cultural) Assessment - HW 2 - Session 8
Quiz 1 - Organizational Structure - Session 7
Political (Leadership) Assessment - HW 3 - Session
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Resource (Team) Assessment - HW 4 -Session 14
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Quiz 2 - Organizational Capability - Session 13
Individual Self-Awareness and Personal Mastery
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Copyright © 2021 Thomas Mazzone
Please Understand Me II - Temperament
Assessment - Sessions - 2, 8 and 11
Was that Really Me - Conflict Management Session - 12
Team Assessment and Development
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Team Formation - Team Reflection 1 Session 5
Team Process - Team Reflection 2 - Session
8
Team Conflict Resolution - Team Refection
3 - Session 11
Team Close Out - Team Refection 4 Session 13
Organizational Focus and Purpose
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Organizations Create Knowledge Discussion Forum 1 - Session 2
Organizations are Healthy - Discussion
Forum 2 - Session 3
Organizations are Service-based - Book
Report 1 - Session 10
Organizations are Creative - Book Report 2
- Session 12
Reference Material
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The Blackwell Handbook of Principles of
Organizational Behavior
The Short and Glorious History of
Organizational Theory, Charles Perrow
1973
The Leaders New Work
Creating a Purpose Driven Organization
Complex Organizations Still Complex
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Key objectives of this course include:
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Understanding how organizations are structured and individuals participate
in organizational life
Describing and simplifying an organization so that it is able to be assessed
Assessing the behavior of the organization in a manner that enables to make
value judgments
Recommending, based on your assessment of organizational behavior and
its contribution to organizational value make recommendations for
improvement
Leading, based on your recommendation, demonstrate that you are able to
lead the changes you recommend, regardless of your position in the
organization
Empowering, inspire and lead others to collaborate with you to make your
organization and better. more self-empowered, value-contributing member
of society
Learning from the experience of group wok how to be a better leader of
teams in yu next job
The main objective of this course is to teach those important concepts in a way
that you will significantly increase the likelihood that you will be able to make a
difference at whatever level in positively impacting
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Copyright © 2021 Thomas Mazzone
Course Textbooks:
Reframing Organizations: Artistry, Choice, and Leadership
by Lee G. Bolman (Author), ASIN: B072Y64KC7 - Available at NYU Libraries (here)
This will be the core text for the organizational alignment assessments and the quizzes
Reframing Organizations provides time-tested guidance for more effective organizational leadership. Rooted in decades
of social science research across multiple disciplines, Bolman and Deal's four-frame model has continued to evolve since its
conception over 25 years ago; this new sixth edition has been updated to include coverage of cross-sector collaboration,
generational differences, virtual environments, globalization, sustainability, and communication across cultures. The
Instructor's guide has been expanded to provide additional tools for the classroom, including chapter summary tip sheets,
mini-assessments, Bolman & Deal podcasts, and more. These recent revisions reflect the intersection of reader
recommendations and the current leadership environment, resulting in a renewed practicality and even greater alignment
with everyday application.
Combining the latest research from organizational theory, organizational behavior, psychology, sociology, political
science and more, the model detailed here provides real guidance for real leaders. Guide, motivate, and inspire your
team's best performance as you learn to:
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Optimize group, team, and organizational structure
Build a positive, collaborative dynamic across generations, teams, and sectors
Understand power and conflict amidst the internal and external political landscape
Shape your organization's culture and build a cohesive sense of spirit
Bolman and Deal's four-frame model has withstood the test of time because it offers an accessible, compact, and
powerful set of ideas for navigating complexity and turbulence. In today's business climate, leadership trends come and
go; today's flash in the pan is tomorrow's obsolete strategy, but a leadership framework built on a solid foundation will
serve your organization well no matter what the future holds. Reframing Organizations provides clear guidance and up-todate insight for anyone facing the challenges of contemporary leadership. This book ties together his vast experience and
many of the themes cultivated in his other best-selling books and delivers a first: a cohesive and comprehensive
exploration of the unique advantage organizational health provides.
Copyright © 2021 Thomas Mazzone
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Please Understand Me II: Temperament, Character and Intelligence
by David Keirsey (Author) - Available via Kindle for $9.99 (here)
Was That Really Me?: How Everyday Stress Brings Out Our Hidden Personality by Naomi L. Quenk
(Author) - Available via Kindle for $13.99 (here)
These will be the core textbooks to understand interpersonal dynamics
These are important books that will form the foundation of much of what we study and apply. The
‘temperaments’ build off of MBTI and form a simpler, richer framework to understand both ourselves and
those around us. We will build off of this to develop a deeper understanding of why organizations struggle
to change and how we can help them to see where they are and where they need to go
HBR Guide to Leading Teams
Mary L. Shapiro - Available at HBS for $9.97 (here)
This will be the core text for team development and required reflections on team-based work
Great teams don't just happen. How often have you sat in team meetings complaining to yourself, "Why
does it take forever for this group to make a simple decision? What are we even trying to achieve?" As a
team leader, you have the power to improve things. It's up to you to get people to work well together and
produce results. Written by team expert Mary Shapiro, the "HBR Guide to Leading Teams" will help you
avoid the pitfalls you've experienced in the past by focusing on the often-neglected people side of teams.
With practical exercises, guidelines for structured team conversations, and step-by-step advice, this guide
will help you: Pick the right team members; Set clear, smart goals; Foster camaraderie and cooperation;
Hold people accountable; Address and correct bad behavior; Keep your team focused and motivated.
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Copyright © 2021 Thomas Mazzone
The Advantage: Why Organizational Health Trumps Everything Else by Patrick M. Lencioni (Author) available at NYU Libraries (here)
This will be supplement the team development readings and contribute to the reflections on team-based
work
There is a competitive advantage out there, arguably more powerful than any other. Is it superior
strategy? Faster innovation? Smarter employees? No, New York Times best-selling author, Patrick
Lencioni, argues that the seminal difference between successful companies and mediocre ones has little
to do with what they know and how smart they are and more to do with how healthy they are. In this
book, Lencioni brings together his vast experience and many of the themes cultivated in his other bestselling books and delivers a first: a cohesive and comprehensive exploration of the unique advantage
organizational health provides.
Simply put, an organization is healthy when it is whole, consistent and complete, when its
management, operations and culture are unified. Healthy organizations outperform their counterparts,
are free of politics and confusion and provide an environment where star performers never want to
leave.
Lencioni’s first non-fiction book provides leaders with a groundbreaking, approachable model for
achieving organizational health—complete with stories, tips and anecdotes from his experiences
consulting to some of the nation’s leading organizations. In this age of informational ubiquity and nanosecond change, it is no longer enough to build a competitive advantage based on intelligence alone. The
Advantage provides a foundational construct for conducting business in a new way—one that
maximizes human potential and aligns the organization around a common set of principles.
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Copyright © 2021 Thomas Mazzone
The Icarus Deception: How High Will You Fly?
by Seth Godin (Author); ASIN: B0090UOLEW - Instructor upload
This will be one the texts used for individual 2-3 page book report
In Seth Godin’s most inspiring book, he challenges readers to find the courage to treat their work as a
form of art
Everyone knows that Icarus’s father made him wings and told him not to fly too close to the sun; he
ignored the warning and plunged to his doom. The lesson: Play it safe. Listen to the experts. It was the
perfect propaganda for the industrial economy. What boss wouldn’t want employees to believe that
obedience and conformity are the keys to success?
But we tend to forget that Icarus was also warned not to fly too low, because seawater would ruin
the lift in his wings. Flying too low is even more dangerous than flying too high, because it feels
deceptively safe.
The safety zone has moved. Conformity no longer leads to comfort. But the good news is that
creativity is scarce and more valuable than ever. So is choosing to do something unpredictable and
brave: Make art. Being an artist isn’t a genetic disposition or a specific talent. It’s an attitude we can all
adopt. It’s a hunger to seize new ground, make connections, and work without a map. If you do those
things, you’re an artist, no matter what it says on your business card.
Godin shows us how it’s possible and convinces us why it’s essential.
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Copyright © 2021 Thomas Mazzone
Stewardship: Choosing Service over Self-Interest Paperback – May 20, 2013
by Peter Block (Author) ISBN-10: 160994822X Available on NYU Classes (here)
This will be one the texts used for individual 2-3 page book report
One of the most provocative and revolutionary books written on leadership, business,
and organizational design, Stewardship remains just as relevant, even twenty years later,
to transforming our organizations for the common good of the wider community.
We still face the challenge of fostering ownership and accountability throughout our
organizations. Despite all the evidence calling for profound change, most organizations
still rely on patriarchy and control as their core form of governance. The result is that they
stifle initiative and spirit and alienate people from the work they do. This in the face of an
increasing need to find ways to be responsive to customers and the wider community.
Peter Block insists that what is required is a dramatic shift in how we distribute power,
privilege, and the control of money. “Stewardship,” he writes, “means giving people at the
bottom and the boundaries of the organization choice over how to serve a customer, a
citizen, a community. It is the willingness to be accountable for the well-being of the
larger organization by operating in service, rather than in control, of those around us
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Copyright © 2021 Thomas Mazzone
Course Articles (instructor-supplied):
Organizational Behavior - Foundations
• A Firm as a Knowledge Creating Entity: A New Perspective on
the Theory of the firm
• Maslow Hierarchy as a Business Framework
• How Resilience Works
• How Reframing A Problem Unlocks Innovation
• Complex Organizations Still Complex
• Creating a Purpose Driven Organization
• Purpose not platitudes: A personal challenge for top
executives
Organizational Behavior - Part 1 - Structure
• Changing the Work of Innovation - A Systems Approach
• HubSpot - Organizational Structures
• Organization Design- Fashion or Fit?
• The Short and Glorious History of Organizational Theory
• When Agile Harms Learning and Innovation - (and What Can
Be done about It)
Organizational Behavior - Part 2 - Culture
• The Leaders Guide to Corporate Culture
• Cultural Congruence Strength and Type - Relationships to
Effectiveness
• Cultural Change that Sticks
• Coming to a New Awareness of Organizational Culture
• An Introduction to the Competing Values Framework
• Competing Values Framework - Tools Hero
• Creating the Best Workplace on Earth
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Organizational Behavior - Part 3 - Leadership
Leadership in a crisis: Responding to the
coronavirus outbreak and future challenges
The Hidden Values Driving Strategy
How Leaders Can Optimize Teams Emotional
Landscapes
Making work meaningful - a leader’s guide
The Leaders New Work
How centered leaders achieve extraordinary
results
Organizational Behavior - Part 4 - Team
Building Better Teams
How to Manage Virtual Teams
Imagining the Future through the Past/
Organization Development isn't (just) about
Change
Managing Groups and Teams
The Five Dysfunctions Model and Summary
The Discipline of Teams
When Collaboration Fails and How to Fix It
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Copyright © 2021 Thomas Mazzone
The Blackwell Handbook of Principles of Organizational Behavior (Blackwell
Handbooks in Management) by Edwin A. Locke (Editor) Available at NYU
Libraries (here)
This will be a reference text only
This international handbook identifies and explains 29 timeless
management principles - general truths that can be applied to all types of work
situations. It is based on knowledge accumulated by numerous experts over
many years of research and consulting. The chapters are readable, succinct and
practical. They cover a wide range of topics including selection, turnover, job
satisfaction, work motivation, incentives, leadership, team effectiveness,
decision making, creativity, stress and technology.
This handbook is the first ever attempt to accumulate the wisdom of
decades of research and consulting and to turn this accumulated knowledge into
easy to understand and practically useful management principles. The handbook
provides students and managers with an essential resource that is neither
theory divorced from practice nor practice divorced from theory but rather the
application of theory to the real world of organizations.
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Copyright © 2021 Thomas Mazzone
Course Philosophy
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Copyright © 2021 Thomas Mazzone
”The will to win, the desire to succeed, the
urge to reach your full potential... these are
the keys that will unlock the door to personal
excellence.”— Confucius
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Copyright © 2021 Thomas Mazzone
You will spend the rest of your life in organizations…
It helps to know how they work…
It helps to know how to be successful in them…
It’s better if you can shape them to be enriching
places to work
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Copyright © 2021 Thomas Mazzone
Organizational Behavior
Course
Objective:
Creating an
Organization
worth
Working for
What you
Love
Passion
Mission
What you
are Good
At
What the
World
Needs
Profession
Vocation
Create the ability to
drive change and
help organizations
to become more
purpose-driven, and
inspire people to
contribute to make
a difference,
regardless of the
position one holds
in the organization
What you
Can be
Paid For
Let’s pick a place where we can grow and prosper
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Copyright © 2021 Thomas Mazzone
Organizational Behavior
Pursuing a vocation
Creating an
Organization
worth
Working for
a strong feeling of suitability for a
particular career or occupation
Why we should
care
Having money
Maslow's Hierarchy as a Business Framework
ensuring myself and my family
have a house to live in and food
to eat
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Copyright © 2021 Thomas Mazzone
Let’s be sure we know when to leave
Things are increasingly
good and until they are
suddenly not
Why study organizational behavior?
Artisans/Guardians
Phoenix Rising
Increasing
Convergence
(protect while rebuilding)
Re-birth
Core competencybased pivot
inflection point
Re-focus
Increasing
Convergence
fragility
Guardians death
Missing (not
seeing or hearing)
accumulating
environmental
changes means
the eventual
adjustment is
large and
transformational
(protect)
inflection point
Increasing
Convergence
Artisans
Re-act
organizational behavior
evolutionary model
©
mazzone 2021
fragility
(build)
death
Catastrophic Failure
sudden, steep, complete, and
shockingly unexpected
time
Increasing convergence of personality types (to reduce
cognitive dissonance) inevitably leads to increasing fragility,
which, if unchecked leads to sudden collapse
Copyright © 2021 Thomas Mazzone
Usually requires a
leadership and
personnel change
that can feel
traumatic
Team Personality Differences leads
to Team and Organizational
Resilience, Ani-fragility
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Introductions
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Copyright © 2021 Thomas Mazzone
Instructor
Introduction
Industry Associate Professor: Tom Mazzone
E-mail: tm1298@nyu.edu
Graduate Assistant: Zhen Wu
E-mail: zw2629@nyu.edu
For scheduling
time with me
Graduate Assistant: Aniket Somwanshi
For issues with
E-mail: as14611@nyu.edu
NYU Brightspace
• Industry Associate Professor, Management of Technology and Business Innovation, Program Director,
Industrial Engineering, Department of Management Technology and Innovation, Tandon School of
Engineering of New York University – Teach courses in Project, Operations, Supply Chain, Strategic Change,
Technology Strategy, Organizational Behavior, Finance and Innovation Management
• Adjunct Professor, Wentworth Institute of Technology - teach courses in Operations Management,
Marketing, Business Research Methods and Technology Management
• Founder, Leveredge Consulting, a Consultancy and Development partnership focused on developing an
organization’s ability to deliver sustainable change on-time and on-budget - current clients include Biogen
and Citizens Bank
• Principal Consultant, Gurnet Consulting, Leading provider of best-in-class IT strategy and project execution
services. Manage technology change and process improvement initiatives. - current clients include Amica
Life Insurance, UNFI, and Bright Horizons
• Former, Senior Vice President, Head of Business Transformation and Continuous improvement an internal
process improvement consultancy group and Capability Development and Knowledge Management, Royal
Bank of Scotland (RBS) Citizens, responsible for developing the project and operational improvement
capabilities for RBS Citizens North America
• Former Vice President, Business Solutions and Program Management at Fidelity Investments
• Former consultant at both Ernst & Young and A. T. Kearney
• Broad industry background, significant international experience on large-scale technology projects,
operations assessments and organizational change initiatives
• I build interactive, results-oriented courses based on significant academic research and industry
experience
• My courses, and my professional work, focuses on developing people who can define, deliver and
manage change…
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Copyright © 2021 Thomas Mazzone
Introductions
Who are you
What do you hope to learn
What do you want to do with
the rest of your life
What is the perfect
organization to work for
Tell us something interesting
about you
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Copyright © 2021 Thomas Mazzone
organizational
behavior
o
o
o
o
introduction
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
course calendar
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Copyright © 2021 Thomas Mazzone
Overview of Sessions
and Assignments
This is an organizational
assessment ‘consulting
methodology’, to help
you better ‘see’, design
and manage teams and
organizations
Each session builds on
the other to lead to a
comprehensive executive
presentation presenting
findings, conclusions and
recommendations
We are learning a
methodology for
understanding, defining,
improving, innovating and
managing teams and
organizations
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Copyright © 2021 Thomas Mazzone
organizational
behavior
o
o
o
o
introduction
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
team assignments and
the focus of group work
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Copyright © 2021 Thomas Mazzone
Definition of teamwork
work done by several associates with each
doing a part but all subordinating personal
prominence to the efficiency of the whole
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Copyright © 2021 Thomas Mazzone
Teamwork – Why and How
Teamwork– why (especially since it’s
a pain to work with others! ;)…)
• It’s the real world. All work is
teamwork. This is good practice
• It’s every where – family, friends and
work
• We can learn how to be effective and
get the benefits of collaboration
• We can learn how to be effective and
get cooperation with people who are
not participating or who are trying to
‘boss’ everyone around – again the
real world!
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Copyright © 2021 Thomas Mazzone
Teamwork – Why and How
How can teamwork be effective
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Practice appreciative inquiry – all ideas are legitimate so acknowledge (appreciate) them in a positive
way however not all ideas are clearly stated or correct so explore (inquiry) why someone has that view
and what logic of evidence caused them to draw their conclusions
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Assess the quality of the contribution by using an unambiguous reference framework – all ideas need to
be assessed as to whether they are complete (in compliance with what is requested) and compelling
(statements are logically sound and can be supported by evidence)
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Use the power of yes/no questions to gain agreement/establish disagreement quickly – two simple
questions. Will your idea help us to be compliant with the expectations of the sponsor (professor), yes or
no? Will your idea strengthen our recommendation and either provide more tangible, specific evidence
or better cause effect logic, yes or no?
•
Use this approach to quickly establish mutual commitments – the commitment is a complete and
compelling recommendation. The approach is to use yes/no questions to establish what is clear and what
needs to be worked on. Use appreciative inquiry to build support and demonstrate legitimate openness
to changing your view on what is needed.
•
Escalate to the boss (professor) when there is legitimate disagreement (lack of consensus) on what is
required and how it will be assessed – when there are legitimate, well discussed differences as to what is
expected, when it is due and how you will be assessed
•
Deal with ‘laggards’ through peer assessments – do not let them slow you down – take leadership on
timeline and deliverables, present in a fair way, seek timely contribution. Be respectful but don’t wait. Hit
the timeline, deliver on time. Highlight lack of timely contribution in the peer assessments, that is exactly
how it works in the real world. Every performance review I have been a part of has been based almost
exclusively on peer assessment (whether you like it or not)
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Copyright © 2021 Thomas Mazzone
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Copyright © 2021 Thomas Mazzone
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Copyright © 2021 Thomas Mazzone
never
rarely
sometimes
often
always
never
rarely
sometimes
often
always
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Copyright © 2021 Thomas Mazzone
never
rarely
sometimes
often
always
never
rarely
sometimes
often
always
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Copyright © 2021 Thomas Mazzone
never
rarely
sometimes
often
always
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Copyright © 2021 Thomas Mazzone
Guidelines for the group HW Assignment
Company Selection:
Pick a place that will interest you. Two ideas to illustrate the point. One
would be to pick a company you would want to work for to see how you
can assess whether a company is a good fit for you. The other would be to
pick a company that looks like the type you would like to build. This will
give you a good sense of how to create and grow an effective business
Data Collection:
There are at least several sources of data. The first is simply ‘google’
searches. The second is company websites and financial reports. The third
is to use ‘Glassdoor’. You will find good information on the company
structure, leadership and culture there. Visiting a site and talking with
people will yield good insight. Finally, use LinkedIn to see if you know
people who work in the company that you can talk to,
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Copyright © 2021 Thomas Mazzone
Organization assessment, hypothesis testing and the
fermi technique
You don’t need as much data as you think
Developing a hypothesis about the data you want to collect
and modelling it is the best way to start a supply chain
assessment in the ‘real world’
A hypothesis (plural hypotheses) is a proposed explanation . It is an
untested conclusion about what is believed to be true. The best way to
state a hypothesis is in a manner that allows you to test it. Stating the
hypothesis in a way that it can be measured ensures that you have
reduced ambiguity and can specifically articulate your belief about what is
true so you can test if it is true
A Fermi estimate is an approximate, back-of-the-envelope
calculation of a measurable result (a hypothesis) that is facilitated
by identifying suitable causal factors, that are accessible to
common experience.
The concept of measurement as “uncertainty reduction” and
not necessarily the elimination of uncertainty is a central theme
of this approach. Get close enough to see if your hypothesis has
merit.
Copyright © 2021 Thomas Mazzone
Enrico Fermi
You are developing reasonable
assumptions about the data you
should be seeing to test your
hypotheses and quickly reduce
uncertainty as you get closer to
the ‘truth’ of the opportunity and
how you will realize that
opportunity
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When are you done? When is it time to present findings, conclusions
and recommendations?
You don’t need to have it perfect
Sooner than you think.
Give them ‘third best’
Copyright © 2021 Thomas Mazzone
Start to share early,
collaborative dialogue is
a faster path to the right
answer than trying to
get it perfect before you
present
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organizational
behavior
o
o
o
o
introduction
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
student evaluation
criteria
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Copyright © 2021 Thomas Mazzone
Course Evaluation
Every component will be graded
on a scale of 1-100
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Copyright © 2021 Thomas Mazzone
Assignment Assessment Criteria - How do you get to 100 points
• Strict adherence to Presentation/assignment
guidelines - 10 points
• Correct English and grammar - 5 points
• Clean and executive presentation (e.g., no
instructions included on the slides) - 5 points
• Specific Language - 10 points
• Clear cause/effect logic - 10 points
• Clear evidence for stated facts (common
sense/experience counts) - 10 points
• Correct application of concepts - 50 points
Strictly enforced,
no exceptions
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Copyright © 2021 Thomas Mazzone
organizational
behavior
o
o
o
o
Discussion
Forums
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
Organizational Focus on
Personality and Purpose
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Copyright © 2021 Thomas Mazzone
In-class discussion
Personality and Behavior
Read: 'Purpose, not platitudes: A personal
challenge for top executives' (McKinsey
Article) and the definition of an Organization
(here). Study question to guide your reading:
Read: Creating a Purpose-Driven
Organization. Study question to guide your
reading:
• What is organizational behavior?
• Why? Are you hopeful? Are you
resigned? Do you see it as ‘set’? Do you
believe you can make a difference?
• What is an organization’s purpose?
• What is ‘purpose’?
• What makes an organization effective?
• Do you have one?
• Do you agree with the McKinsey article on
the impotence of ‘purpose alignment’?
• Do you believe organizations have them?
• What is an organization?
• What does that mean and how do you
define it?
• Organizations exhibit behavior
• They have a personality
• Effectiveness comes from
alignment of purpose, skill and
behavior
• You are going to graduate soon - where
do you want to work? And why?
• Do you care if they have a purpose? As
long as you can make money...
• Purpose is best stated as
how we serve, not how
much money we make.
• You don’t buy from a
company because you like
that they make a lot of
money.
• You want to be inspired.
• This is also a much better
way to understand
organizations and help to
make them better.
We need to understand
the connection
between behavior,
personality, purpose,
motivation, alignment
to best understand
how to understand and
impact organizations
• What is more important making
money or fulfilling your purpose?
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Copyright © 2021 Thomas Mazzone
Individual Personality Types, Job Requirement, and Organizational Personality Types
•
What is your MBTI type? What insights about your
personality that were consistent with what you believe
about your self? What was surprising?
•
What kind of job do you want to get when you graduate?
What type of organization would you like to work for?
•
What insights do you get when you consider your MBTI
type and the job and organization you want to purse?
In-class discussion
•
•
•
Copyright © 2021 Thomas Mazzone
Personality’s can be described consistently and
usefully
If we want to understand job requirements, and
organizational behavior we need to become
fluent in personality assessments
Applying to ourselves will allow us to apply it to
organizations in a profoundly useful way
43
organizational
behavior
o
o
o
o
introduction
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
course
structure
44
Copyright © 2021 Thomas Mazzone
Organizational Behavior - Course Structure
Course Structure - Methodology
Assess the Purpose
Assess the Formal
Structure
Assess the
Leadership
Philosophically we approach the
discipline like a consultant. How do we
describe an organization in a way that
we can understand enablers and
disablers of performance? How do we
develop a point of view on what works
and what can be improved?
Build the Team
Organizational Assessment and Development
Reframing Organizations:
The Symbolic (Culture)
Frame
Reframing Organizations:
The Structural Frame
Reframing Organizations:
The Political (Leadership)
Frame
team-based
Assessing Structure
Assessing Capability
Philosophically - the HW Assignments assume that you are not necessarily
trying to change a large organization but to help the team you are managing
to be better performers - better at fulfilling their purpose
Teamwork Assessment and Development
The Advantage; Building a
Cohesive Leadership Team
The Advantage;
Create Clarity
The Advantage;
Over-Communicate Clarity
The Advantage; Reinforce
Clarity
HBS on Teams: Building
Your Team’s Infrastructure
HBS on Teams: Building
Manage Team Process
HBS on Teams: Building
Manage Team Conflict
HBS on Teams: Building
Close out Your Team
Organizational Focus and Purpose
individual-based
Reframing Organizations:
The Human Resource
(Team) Frame
The
Knowledge
Creating
Organization
The Focus of
Organizations
- Knowledge
Creation
Individual SelfAwareness and
Personal Mastery
Copyright © 2021 Thomas Mazzone
The
AdvantageOrganization
Health
Philosophically - the discussion forums help us to understand the focus and
purpose of organizations
The Focus of
Organizations
- Health and
Alignment
Stewardship:
Choosing
Service over
Self-Interest
The Purpose of
Organizations Service
The Icarus
Deception
The Purpose of
Organizations Creativity
Philosophically - this book helps us to understand how to develop better self awareness and leverage it for better ‘other
awareness’ to develop more proactive strategies for developing leaders and managing teams
Please Understand
Me II
Foundational Element to Better
Understand and Assess
Organizational Effectiveness
Advanced applications to
leadership, team development
and conflict management
Was That Really Me
45
Overview of
course
Effective Organizations are Aligned
with the Needs of their Environment
and create and manage tension
How are we designed
Strategy
X
Structure
Alignment
Create tension
Structure
XCulture
Alignment
Organizational
Behavior
Alignment Drives
Effectiveness
Leadership
Team X
Alignment
Ongoing and evolving External
and Internal (P.E.S.T. and
S.W.O.T.) changes require
continual adjustment and
realignment
Manage tension
How do we act
Re-alignment ensures
sustainable success
Organizational Behavior Alignment Model
Copyright © 2021 Thomas Mazzone
Copyright © 2021 Thomas Mazzone
Culture
X
Leadership
Alignment
Organizations as interconnected
teams which operate most
effectively when there is close
alignment between strategy,
structure, culture, and leadership
46
Team Development and Management Assessment Framework
Establish
your team
Do we understand
our strengths, blind
spots and potential
points of conflict?
Have we established
clear objectives and
understand our roles
and responsibilities?
Change
team
Are we able to
effectively onboard new
team members
Have we established
strong processes that
facilitates the
onboarding of new
team members
Do we understand how
to identify and
collaboratively resolve
risks?
Read:
• Section 2: Manage
your Team: Ch.'s
11-13
Deliverables
• Team Process
Assessment - 2/3
Copyright © 2021 Thomas Mazzone
Do we understand how
to reconcile differences
about goals and
process?
Read:
• Section 2: Manage your
Team Ch.'s 8-10
Deliverables
• Team Process
Assessment - 1/3
Read:
• Section 1: Build your
Team’s Infrastructure:
Ch.'s 1-7
Deliverables
• Team Assessment
• Team Charter
Integrate new
Team Members
and Manage
Conflict
Manage your
Team
Have we established a
strong process to
manage the work, stay
on track and identify
and resolve issues?
Deliver Results
and Reflect on
Opportunities
to Improve
refer
Do we have a
strong team and
process for
managing team
accountabilities?
Building and managing
effective teams is the
heart of organizational
effectiveness
Do we understand how to
work with our key
stakeholders to ensure we
deliver what they want when
they want it?
Have we debriefed and
assessed what went well and
where there are opportunities
for improvement?
Read:
• Section 3: Close
out Your Team:
Ch.’s 14-15
Deliverables
• Team Post-close
Assessment
Do we understand
how to anticipate
and manage conflict
to ensure we can
complete our
objectives on-time?
We will use our group
assignments to learn how to
develop a strong, resilient team
47
47
Conduct a team assessment of strengths and orientations. Assess implications. Develop a
strategy to leverage strengths and mitigate blind spots/potential points of conflict
Team
Outlook
• Details
• Near-term
• Data-driven
• Deliberate
• Big picture
• Long-term
Decision
Making
• Intuition-driven
• Spontaneous
Change
• Late adopter
• Incremental
• Tasks over people
• Outcomes over process
• Early adopter
• Transformational
Priorities
Work
• Methodical,
deliberate
• Single task focus
• Focus on prep and
planning
• Low-tolerance, risk
avoidance
Risk
• People over tasks
• Process over outcomes
• Experimental,
inquisitive
• Long-term
• Focus on reacting
and adjusting
• High-tolerance, risk
management
Mary
John
Tom
Jane
Sally
Harry
Directions:
• each team member
self-assess
• select a color for each
team-mate
• arrange in one chart
• assess implications and
summarize
Summarize and include:
• areas of close
alignment
• areas of divergence
• potential areas of
strength
• potential blind spots
• alignment with needs
of project
• implications for team
management and
conflict management
48
48
Copyright © 2021 Thomas Mazzone
Develop a team charter to document goals, roles and responsibilities.
Brief Team Description:
Date:
Team Members:
Name
Contact Information
Roles
Name
Contact Information
Roles
Name
Contact Information
Roles
Name
Contact Information
Roles
Name
Contact Information
Roles
Team Goals:
Task Goals (what we’ll accomplish)
Process Goals (how we will work together)
Process
• Update before each
Assignment
• Revise based on
lessons learned
• Rotate roles
• After HW
Assignment 2 you
will have to
integrate two new
team members
(and lose two)
Rules of conduct:
-
Meeting frequency
Issue/risk tracking
Communication process/expectations
Conflict management
etc...
see Appendix B
49
49
Copyright © 2021 Thomas Mazzone
Conduct a team process assessment to identify opportunities for improvement
50
Copyright © 2021 Thomas Mazzone
Please Understand Me II – Temperament, Character and Intelligence
Areas of Coverage:
Session 2
Session 12
Session 8
Introduction – based on Chapters 1-6:
• What is your temperament?
• What are the temperaments other people (at least one other person) who is/are important to
you?
• How could this knowledge (yours vs, theirs) help to drive consensus and mitigate conflict?
Team building – building a team– based on Chapter 7
• How does an understanding of how strong relationships are built help you to identify strong fit
and potentially conflicting personalities? How does it apply to building and managing a team.
• Who are you most likely to connect with? Who are you most likely to have conflict with?
• How does this knowledge help you to anticipate conflict? How does it help you to anticipate blind
spots? With this knowledge what can you do to preemptively mitigate the risk?
Team development – developing a team– based on Chapter 8
• How does an understanding how parents can best support the development of their children help
you understand how to develop your team?
• What is your learning style and how do you like to grow and develop? How do other learning
styles differ from your own?
• How could this knowledge help you to develop more effective change management programs?
• What are some of the challenges in developing team and organizational capability when there are
different learning styles?
Leadership and Intelligence – developing leadership capability– based on Chapter 9
• How does an understanding of different leadership styles and intelligence traits lead to a better
understanding of you identify develop and support leaders of change initiatives?
• How would you develop and support a leader that looks like you? What kind of leadership roles
would you put them in?
• How would you develop and support a leader that looks different from you? What kind of
leadership roles would you put them in?
Summary
• What are your initial thoughts on who needs to be on your team, who your leaders will be and
what is the organization or individual you would like to help change?
• How would your knowledge of the subject areas covered in this book help you to be successful at
helping them to understand the need to change then helping them to stay on the change
journey?
To understand organizations, we
need to understand ourselves organizations have personalities studying our own personality is
the best way to understand an
organizations’ personality
Process:
- read assigned chapters
- address questions
- be prepared to present
answers in class
- there is no need to prepare
a report
- there is no requirement to
submit to NYU classes
51
Copyright © 2021 Thomas Mazzone
51
Was That Really Me?: How Everyday Stress Brings Out Our Hidden
Personality
Areas of Coverage:
Assessment criteria:
• demonstrate evidence of having read the book and exhibit a good faith effort in
trying to apply the principles
• be clear and specific in your examples, avoid ambiguous language and logic
• you do not need to go over 4 pages, try to be ‘strategic’, focused and concise
What is the inferior function?
Why is it important to understand it?
How do you assess someone?
What does the assessment tell you about
how they will react under stress?
How does it help you to understand how to
help them better deal with stress?
Identify one person you know
Identify their type
Describe what would probably stress
them
Identify what you would look for in
them to know they are stressed
Identify how you would work with this
person to help them manage the stress
Describe how you will use this
methodology to anticipate and
manage your change project
Copyright © 2020 Thomas Mazzone
Session 12
Can we anticipate and
proactively manage our team’s
drivers of stress and sources of
conflict
organizational
behavior
o
o
o
o
introduction
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
organizational behavior
key definitions
53
Copyright © 2021 Thomas Mazzone
Organizational Behavior - key definitions
Organization the process of identifying and grouping work to be
performed, defining ad delegating responsibility and authority and
establishing relationships for the purpose of enabling people to work most
effectively together in accomplishing objectives
Behavior the way in which one acts or conducts oneself, especially towards
others.
Frame: Cognitive lens on the world that affects what we see and what it means.
Reframing: Viewing situations from multiple perspectives.
A structural frame, which emphasizes goals, roles, formal relationships, and the
rational side of organization.
A symbolic (culture) frame, which explores how an organization's culture creates
meaning and belief through symbols, including myths, rituals, and ceremonies.
A political (leadership) frame, which examines how leaders create power, resolve
conflict, and create coalitions among those who have vested interests to protect and
want to advance within a context of scarce resources.
A human resource (team) frame, which focuses on human needs, attitudes, and
skills and focuses on how teams form and work together.
54
Copyright © 2021 Thomas Mazzone
organizational
behavior
o
o
o
o
Recommendation
Assessments
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
Using DICE and SMART to justify
recommendations
55
Copyright © 2021 Thomas Mazzone
Organizational Behavior Analysis
(Conduct a DICE Analysis)
Assessing effort to leverage
strengths or address
weaknesses
Copyright © 2021 Thomas Mazzone
Objectives:
• Develop an initial view of the impact to the process and
the organization that supports it and how you need to
frame your recommendation
• Understand the leverage points and how they need to
influence the story you tell
• Refine as your progress through the course and use as the
foundation for your conclusion
56
56
Can we implement your recommendations?
D
I
x
x
C2
x
E =
We don’t
think it will
take long
Duration
(time required to implement
recommendation)
Will it take a long time before
we see results
Lever: Can we decrease the
time it takes to implement?
We believe
we have the
skills to
implement
Integrity
(complexity of the recommendation
and our ability to successfully
implement the recommendation)
Do we have the skill set to
implement this change
Lever: Can we improve the skill set of the
team or can we reduce the complexity of the
change required?
Effort
We are sure they will have
the time to participate
(availability of resources to
implement recommendations)
Do we have the time and available
resources to understand, participate
in, train and implement the change
Lever: Can we simplify or reduce the
scope of the recommendation so that it
requires less resources to implement?
We are sure managers and
employees will be excited
and supportive
C1 - Senior Manager Commitment
(the desirability of the improvement to those who manage the supply
chain and/or sponsor improvement project, how much of a gap does
it close, what will be the measurable result, how will it impact their
job and/or career prospects)
Are the leaders convinced this project is worth the effort (right
customer, metric, gaps and implications of closing the gaps)
Lever: Can we improve the impact that the recommendation
will have on our supply chain, shorter lead times and/or
greater throughput?
Copyright © 2021 Thomas Mazzone
Willingness and Ability to
Implement Organizational
Behavior Improvement
Recommendations
(Change Score)
The objective is not
to develop a ‘score’
but to
describe/defend
feasibility of effort
to implement
recommendations
Assessing whether your
recommendations are able
to be implemented
What are the levers
available to improve the
acceptability of your
recommendations
C2 - Local Management/Worker Commitment
(the excitement level of the local managers and workers that manage the supply chain,
do they see the improvement to their work, do they understand the benefit to the
company, do they believe that the effort we require of them is worth itexecute supply
chain processes and/or deliver improvement projects)
Are the people who have to do the work convinced that the effort to change and
maintain the change is worth the effort
Lever: Can we improve the impact that the recommendation will
have on making local managers and workers work easier to do and
making it easier to work with their supply chain partners and
customers?
57
57
Make sure all recommendations are S.M.A.R.T
58
Copyright © 2021 Thomas Mazzone
58
organizational
behavior
Foundations
o
o
o
o
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
Myers-Briggs Personality Type
Indicator (MBTI) and Keirsey
Temperaments
59
Copyright © 2021 Thomas Mazzone
Why study personality?
Teams and organizations are prone to fragility
“How can you think yourself a great man, when
the first accident that comes along can wipe
you out completely.”
Euprides
Teams and organizations need to become anti-fragile
60
Copyright © 2021 Thomas Mazzone
61
Copyright © 2021 Thomas Mazzone
Why do we become fragile?
Festinger's (1957) cognitive dissonance theory
suggests that we have an inner drive to hold all
our attitudes and behavior in harmony and
avoid disharmony (or dissonance). This is
known as the principle of cognitive
consistency.
Perhaps we hold on to a (our) world view
(narrow and focused through the lens of our
Temperament) too long, while ignoring all the
subtle, accumulating changes (we can’t see or
hear) until it is too late to respond and
change our strategy, organization, culture,
leadership, and teams
62
Copyright © 2021 Thomas Mazzone
We want ‘best friends’, people who are like us and agree with us
Gallup also observed that employees who
report having a best friend at work were:
•
•
•
•
•
•
•
Q10 - I have a best friend at work
43% more likely to report having received
praise or recognition for their work in the
last seven days.
37% more likely to report that someone
at work encourages their development.
35% more likely to report coworker
commitment to quality.
28% more likely to report that in the last
six months, someone at work has talked
to them about their progress.
27% more likely to report that the
mission of their company makes them
feel their job is important.
27% more likely to report that their
opinions seem to count at work.
21% more likely to report that at work,
they have the opportunity to do what
they do best every day.
do opposites attract or
do ‘similars’
the evidence suggests ‘similars’
maybe because we don’t like cognitive dissonance
Copyright © 2021 Thomas Mazzone
63
Readings:
We subconsciously
seek to avoid
cognitive dissonance
The study of personality helps us
to understand how to create
resilient, and ant-fragile teams
and organizations
So, we start to
hire people who
think and see
things like we do
This makes us blind and deaf and
susceptible to sudden chaotic falls
64
Copyright © 2021 Thomas Mazzone
MBTI Worksheets and article
Complete the
spreadsheet and
identify your
MBTI Type
Read the article and have a point of view on and
your MBTI Type what it means for you and how it
may have influenced your relationships
Copyright © 2021 Thomas Mazzone
65
organizational
behavior
o
o
o
o
Discussion
Forums
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
Organizational Focus on
Knowledge Creation and Heath
66
Copyright © 2021 Thomas Mazzone
Discussion forums
Access the article: ‘A Firm as a Knowledge Creating Entity: A New Perspective on
the Theory of the firm’ on NYU Classes (Instructor upload)
Questions to guide the reading:
• What does it mean to be a knowledge creating entity?
• What is knowledge creation so important?
• What is the knowledge creating process? How do you structure,
assess and improve and organization’s knowledge creating
capabilities?
Answer the question: What is knowledge creation and why is it essential
organizational performance? - The requirement is one original post of 2-3 paragraphs
with at least two responses of 1-2 paragraphs to other students posts
Respond to original post by
Saturday, September 4th
and respond to other
students by September 6th
Access the book: ‘The Advantage” at NYU Classes (here)
Read the chapter
titled, ‘The Case
for Organizational
Health”
Answer the questions: (2-3 pages) and upload to NYU
Classes
• The Author states, ‘The single greatest advantage any company can
achieve is organizational health. Yet it is ignored by most leaders even
though it is simple, free, and available to anyone who wants it.”
• What is organizational health? Why is it important? How do you
assess and improve it
Upload before Session 3
67
Copyright © 2021 Thomas Mazzone
- Organizational Behavior Assessing structure, culture, leadership and team dynamics to
improve organizational effectiveness
Session 2 - Introduction to Reframing: Learning, Perception,
and Frames.
Spring 2021
Version 1
1
Copyright © 2021 Thomas Mazzone
Session 2 - Introduction to Reframing: Learning, Perception, and Frames.
Objectives:
• Continue to discuss why organizations exist
• Discuss the importance of knowledge and the
knowledge creation process
• Introduce the core concept of ‘framing and
reframing’
Next week:
- Initiate the discussion on
teams
- Discussion forum Organizational health
- Part II - The Structural
Frame – Introduce HW I
Agenda:
• Review of last session
2:00 - 2:15 pm
• Discuss knowledge creation and the
knowledge creation process
2:15 - 2:30 pm
• Discuss MBTI and Keirsey
2:30 - 3:45 pm
break
3:45 - 3:50 pm
• Discuss the Power of Framing
3:50 - 4:30 pm
• Discuss Personality and Organizations
3:50 - 4:30 pm
Copyright © 2021 Thomas Mazzone
2
organizational
behavior
o
o
o
o
introduction
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
course
structure
3
Copyright © 2021 Thomas Mazzone
Organizational Behavior
Course
Objective:
Creating an
Organization
worth
Working for
What you
Love
Passion
Mission
What you
are Good
At
What the
World
Needs
Profession
Vocation
Create the ability to
drive change and
help organizations
to become more
purpose-driven, and
inspire people to
contribute to make
a difference,
regardless of the
position one holds
in the organization
What you
Can be
Paid For
Let’s pick a place where we can grow and prosper
4
Copyright © 2021 Thomas Mazzone
Organizational Behavior
Pursuing a vocation
Creating an
Organization
worth
Working for
a strong feeling of suitability for a
particular career or occupation
Why we should
care
Having money
Maslow's Hierarchy as a Business Framework
ensuring myself and my family
have a house to live in and food
to eat
5
Copyright © 2021 Thomas Mazzone
Let’s be sure we know when to leave
Things are increasingly
good and until they are
suddenly not
Why study organizational behavior?
Artisans/Guardians
Phoenix Rising
Increasing
Convergence
(protect while rebuilding)
Re-birth
Core competencybased pivot
inflection point
Re-focus
Increasing
Convergence
fragility
Guardians death
Missing (not
seeing or hearing)
accumulating
environmental
changes means
the eventual
adjustment is
large and
transformational
(protect)
inflection point
Increasing
Convergence
Artisans
Re-act
organizational behavior
evolutionary model
©
mazzone 2021
fragility
(build)
death
Catastrophic Failure
sudden, steep, complete, and
shockingly unexpected
time
Increasing convergence of personality types (to reduce
cognitive dissonance) inevitably leads to increasing fragility,
which, if unchecked leads to sudden collapse
Copyright © 2021 Thomas Mazzone
Usually requires a
leadership and
personnel change
that can feel
traumatic
Team Personality Differences leads
to Team and Organizational
Resilience, Ani-fragility
6
Overview of Sessions
and Assignments
This is an organizational
assessment ‘consulting
methodology’, to help
you better ‘see’, design
and manage teams and
organizations
Each session builds on
the other to lead to a
comprehensive executive
presentation presenting
findings, conclusions and
recommendations
We are learning a
methodology for
understanding, defining,
improving, innovating and
managing teams and
organizations
7
Copyright © 2021 Thomas Mazzone
Organizational Behavior - Course Structure
Course Structure - Methodology
Assess the Purpose
Assess the Formal
Structure
Assess the
Leadership
Philosophically we approach the
discipline like a consultant. How do we
describe an organization in a way that
we can understand enablers and
disablers of performance? How do we
develop a point of view on what works
and what can be improved?
Build the Team
Organizational Assessment and Development
Reframing Organizations:
The Symbolic (Culture)
Frame
Reframing Organizations:
The Structural Frame
Reframing Organizations:
The Political (Leadership)
Frame
team-based
Assessing Structure
Assessing Capability
Philosophically - the HW Assignments assume that you are not necessarily
trying to change a large organization but to help the team you are managing
to be better performers - better at fulfilling their purpose
Teamwork Assessment and Development
The Advantage; Building a
Cohesive Leadership Team
The Advantage;
Create Clarity
The Advantage;
Over-Communicate Clarity
The Advantage; Reinforce
Clarity
HBS on Teams: Building
Your Team’s Infrastructure
HBS on Teams: Building
Manage Team Process
HBS on Teams: Building
Manage Team Conflict
HBS on Teams: Building
Close out Your Team
Organizational Focus and Purpose
individual-based
Reframing Organizations:
The Human Resource
(Team) Frame
The
Knowledge
Creating
Organization
The Focus of
Organizations
- Knowledge
Creation
Individual SelfAwareness and
Personal Mastery
Copyright © 2021 Thomas Mazzone
The
AdvantageOrganization
Health
Philosophically - the discussion forums help us to understand the focus and
purpose of organizations
The Focus of
Organizations
- Health and
Alignment
Stewardship:
Choosing
Service over
Self-Interest
The Purpose of
Organizations Service
The Icarus
Deception
The Purpose of
Organizations Creativity
Philosophically - this book helps us to understand how to develop better self awareness and leverage it for better ‘other
awareness’ to develop more proactive strategies for developing leaders and managing teams
Please Understand
Me II
Foundational Element to Better
Understand and Assess
Organizational Effectiveness
Advanced applications to
leadership, team development
and conflict management
Was That Really Me
8
Team Development and Management Assessment Framework
Establish
your team
Do we understand
our strengths, blind
spots and potential
points of conflict?
Have we established
clear objectives and
understand our roles
and responsibilities?
Change
team
Are we able to
effectively onboard new
team members
Have we established
strong processes that
facilitates the
onboarding of new
team members
Do we understand how
to identify and
collaboratively resolve
risks?
Read:
• Section 2: Manage
your Team: Ch.'s
11-13
Deliverables
• Team Process
Assessment - 2/3
Copyright © 2021 Thomas Mazzone
Do we understand how
to reconcile differences
about goals and
process?
Read:
• Section 2: Manage your
Team Ch.'s 8-10
Deliverables
• Team Process
Assessment - 1/3
Read:
• Section 1: Build your
Team’s Infrastructure:
Ch.'s 1-7
Deliverables
• Team Assessment
• Team Charter
Integrate new
Team Members
and Manage
Conflict
Manage your
Team
Have we established a
strong process to
manage the work, stay
on track and identify
and resolve issues?
Deliver Results
and Reflect on
Opportunities
to Improve
refer
Do we have a
strong team and
process for
managing team
accountabilities?
Building and managing
effective teams is the
heart of organizational
effectiveness
Do we understand how to
work with our key
stakeholders to ensure we
deliver what they want when
they want it?
Have we debriefed and
assessed what went well and
where there are opportunities
for improvement?
Read:
• Section 3: Close
out Your Team:
Ch.’s 14-15
Deliverables
• Team Post-close
Assessment
Do we understand
how to anticipate
and manage conflict
to ensure we can
complete our
objectives on-time?
We will use our group
assignments to learn how to
develop a strong, resilient team
9
9
Personality and Behavior
Read: 'Purpose, not platitudes: A personal
challenge for top executives' (McKinsey
Article) and the definition of an Organization
(here). Study question to guide your reading:
Read: Creating a Purpose-Driven
Organization. Study question to guide your
reading:
• What is organizational behavior?
• Why? Are you hopeful? Are you
resigned? Do you see it as ‘set’? Do you
believe you can make a difference?
• What is an organization’s purpose?
• What is ‘purpose’?
• What makes an organization effective?
• Do you have one?
• Do you agree with the McKinsey article on
the impotence of ‘purpose alignment’?
• Do you believe organizations have them?
• What is an organization?
• What does that mean and how do you
define it?
• Organizations exhibit behavior
• They have a personality
• Effectiveness comes from
alignment of purpose, skill and
behavior
• You are going to graduate soon - where
do you want to work? And why?
• Do you care if they have a purpose? As
long as you can make money...
• Purpose is best stated as
how we serve, not how
much money we make.
• You don’t buy from a
company because you like
that they make a lot of
money.
• You want to be inspired.
• This is also a much better
way to understand
organizations and help to
make them better.
We need to understand
the connection
between behavior,
personality, purpose,
motivation, alignment
to best understand
how to understand and
impact organizations
• What is more important making
money or fulfilling your purpose?
10
Copyright © 2021 Thomas Mazzone
Individual Personality Types, Job Requirement, and Organizational Personality Types
•
What is your MBTI type? What insights about your
personality that were consistent with what you believe
about your self? What was surprising?
•
What kind of job do you want to get when you graduate?
What type of organization would you like to work for?
•
What insights do you get when you consider your MBTI
type and the job and organization you want to purse?
•
•
•
Copyright © 2021 Thomas Mazzone
Personality’s can be described consistently and
usefully
If we want to understand job requirements, and
organizational behavior we need to become
fluent in personality assessments
Applying to ourselves will allow us to apply it to
organizations in a profoundly useful way
11
Definition of teamwork
work done by several associates with each
doing a part but all subordinating personal
prominence to the efficiency of the whole
12
Copyright © 2021 Thomas Mazzone
Teamwork – Why and How
Teamwork– why (especially since it’s
a pain to work with others! ;)…)
• It’s the real world. All work is
teamwork. This is good practice
• It’s every where – family, friends and
work
• We can learn how to be effective and
get the benefits of collaboration
• We can learn how to be effective and
get cooperation with people who are
not participating or who are trying to
‘boss’ everyone around – again the
real world!
13
Copyright © 2021 Thomas Mazzone
Teamwork – Why and How
How can teamwork be effective
•
Practice appreciative inquiry – all ideas are legitimate so acknowledge (appreciate) them in a positive
way however not all ideas are clearly stated or correct so explore (inquiry) why someone has that view
and what logic of evidence caused them to draw their conclusions
•
Assess the quality of the contribution by using an unambiguous reference framework – all ideas need to
be assessed as to whether they are complete (in compliance with what is requested) and compelling
(statements are logically sound and can be supported by evidence)
•
Use the power of yes/no questions to gain agreement/establish disagreement quickly – two simple
questions. Will your idea help us to be compliant with the expectations of the sponsor (professor), yes or
no? Will your idea strengthen our recommendation and either provide more tangible, specific evidence
or better cause effect logic, yes or no?
•
Use this approach to quickly establish mutual commitments – the commitment is a complete and
compelling recommendation. The approach is to use yes/no questions to establish what is clear and what
needs to be worked on. Use appreciative inquiry to build support and demonstrate legitimate openness
to changing your view on what is needed.
•
Escalate to the boss (professor) when there is legitimate disagreement (lack of consensus) on what is
required and how it will be assessed – when there are legitimate, well discussed differences as to what is
expected, when it is due and how you will be assessed
•
Deal with ‘laggards’ through peer assessments – do not let them slow you down – take leadership on
timeline and deliverables, present in a fair way, seek timely contribution. Be respectful but don’t wait. Hit
the timeline, deliver on time. Highlight lack of timely contribution in the peer assessments, that is exactly
how it works in the real world. Every performance review I have been a part of has been based almost
exclusively on peer assessment (whether you like it or not)
14
Copyright © 2021 Thomas Mazzone
15
Copyright © 2021 Thomas Mazzone
organizational
behavior
o
o
o
o
introduction
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
student evaluation
criteria
16
Copyright © 2021 Thomas Mazzone
Course Evaluation
Every component will be graded
on a scale of 1-100
17
17
Copyright © 2021 Thomas Mazzone
organizational
behavior
o
o
o
o
Discussion
Forums
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
Organizational Focus on
Knowledge Creation and Heath
18
Copyright © 2021 Thomas Mazzone
Discussion forums
Access the article: ‘A Firm as a Knowledge Creating Entity: A New Perspective on
the Theory of the firm’ on NYU Classes (Instructor upload)
Answer the questions (2-3 paragraphs) and upload to
NYU Classes
Read Part A
Upload before Session 2
• What does it mean to be a knowledge creating entity?
• What is knowledge creation so important?
• What is the knowledge creating process? How do you structure,
assess and improve and organization’s knowledge creating
capabilities?
Access the book: ‘The Advantage” at NYU Classes (here)
Read the chapter
titled, ‘The Case
for Organizational
Health”
Answer the questions: (2-3 pages) and upload to NYU
Classes
• The Author states, ‘The single greatest advantage any company can
achieve is organizational health. Yet it is ignored by most leaders even
though it is simple, free, and available to anyone who wants it.”
• What is organizational health? Why is it important? How do you
assess and improve it
Upload before Session 3
19
Copyright © 2021 Thomas Mazzone
Discussion forums
• What does it mean to be a knowledge creating entity?
• What is knowledge creation so important?
• What is the knowledge creating process? How do you structure,
assess and improve and organization’s knowledge creating
capabilities?
‘the most important source of competitive advantage is the ability to create and utilize knowledge’
Why is knowledge creation so important?
The ability to innovate and adapt to a changing environment. Strength in numbers?
What is knowledge? Becoming aware. Aware of a need to change. Aware of what to do change to.
start here
The knowledge
creating process
Socializing
Tacit
Explicit
Seeing
Understanding
Training
Explaining
Personality as a language
Framing and Reframing as a Skill
Copyright © 2021 Thomas Mazzone
20
organizational
behavior
Foundations
o
o
o
o
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
Myers-Briggs Personality Type
Indicator (MBTI) and Keirsey
Temperaments
21
Copyright © 2021 Thomas Mazzone
Why study personality?
Teams and organizations are prone to fragility
“How can you think yourself a great man, when
the first accident that comes along can wipe
you out completely.”
Euprides
Teams and organizations need to become anti-fragile
22
Copyright © 2021 Thomas Mazzone
23
Copyright © 2021 Thomas Mazzone
Why do we become fragile?
Festinger's (1957) cognitive dissonance theory
suggests that we have an inner drive to hold all
our attitudes and behavior in harmony and
avoid disharmony (or dissonance). This is
known as the principle of cognitive
consistency.
Perhaps we hold on to a (our) world view
(narrow and focused through the lens of our
Temperament) too long, while ignoring all the
subtle, accumulating changes (we can’t see or
hear) until it is too late to respond and
change our strategy, organization, culture,
leadership, and teams
24
Copyright © 2021 Thomas Mazzone
We want ‘best friends’, people who are like us and agree with us
Gallup also observed that employees who
report having a best friend at work were:
•
•
•
•
•
•
•
Q10 - I have a best friend at work
43% more likely to report having received
praise or recognition for their work in the
last seven days.
37% more likely to report that someone
at work encourages their development.
35% more likely to report coworker
commitment to quality.
28% more likely to report that in the last
six months, someone at work has talked
to them about their progress.
27% more likely to report that the
mission of their company makes them
feel their job is important.
27% more likely to report that their
opinions seem to count at work.
21% more likely to report that at work,
they have the opportunity to do what
they do best every day.
do opposites attract or
do ‘similars’
the evidence suggests ‘similars’
maybe because we don’t like cognitive dissonance
Copyright © 2021 Thomas Mazzone
25
Readings:
We subconsciously
seek to avoid
cognitive dissonance
The study of personality helps us
to understand how to create
resilient, and ant-fragile teams
and organizations
So, we start to
hire people who
think and see
things like we do
This makes us blind and deaf and
susceptible to sudden chaotic falls
26
Copyright © 2021 Thomas Mazzone
MBTI Worksheets and article
Complete the
spreadsheet and
identify your
MBTI Type
Read the article and have a point of view on and
your MBTI Type what it means for you and how it
may have influenced your relationships
Copyright © 2021 Thomas Mazzone
27
Dimensions of personality - Myers Briggs Type Indicator (MBTI)
•
Perceiving the world - Mental functions
– gathering information
Personality individual
differences in
characteristic
patterns of
thinking, feeling
and behaving.
•
Sensing - focus on details and current realities
•
iNtuiting - focus on meanings, patterns, and future possibilities
– making decisions
•
•
Feeling - decides based on values and consequences for people
•
Thinking - decides based on based on principles and logical consequences
Interacting with the world - Attitudes and orientation
– engagement - source/direction of energy
•
Extraversion - replenish/direct energy from/to external world - engage and interact
•
Introversion - replenish/direct energy from/to internal world - withdraw and self-reflect
– action - use/focus of energy
Copyright © 2021 Thomas Mazzone
•
Perceiving - focus on creating - enjoy the process - lengthen time
•
Judging - focus on completing - finish the process - shorten time
28
MBTI Personality Type and Work Preferences
E’s work best in large groups
I’s work best in small groups
How you prefer to collect information where do you best see/hear
-------
context
How you see/hear
the world
N’s see the connections - future - optimism
S’s see the details - present - realism
perception
-----T’s assess using objective criteria
F’s assess using subjective criteria
How you assess what
you see/hear
action
----J’s organize and decide based on what they have
P’s collect more information before deciding
Copyright © 2021 Thomas Mazzone
decision
When are you ready
to take action
29
Most organizations start as ’passive
aggressive’ and transition to ‘active
aggressive’ instead of ‘active collaboration’
Drivers of conflict and stress
•
Mental functions
– What we see (N vs. S)
– How we make judgements (J vs. F)
•
Creates differences of opinion
about where to focus and how to
assess what we ‘see’ and ‘hear’
Attitudes and Orientation – How we engage (E vs. I) - speak or reflect
– Where we Focus (J vs. P) – create or complete
•
Stressors
– What we have avoided – therefore not skilled at
thinking (articulating) or communicating
(expressing
– We are usually not aware of what we don’t’ know
or have never felt is important (e.g. the details are
not important, opinions over rules)
– We are unable to either articulate, express or
usually, both but we ‘feel’ and ’know it’
Copyright © 2021 Thomas Mazzone
Creates conflict because we have
different preferences on timeline
and different competency levels in
expressing what we feel or think
Creates stress, we see and
hear different things, we draw
different conclusions than
others, we are unable to
convey those differences
30
MBTI Personality Type and Keirsey Temperaments
first start with how you perceive the world
N’s - sees connections and possibilities - are generally
optimistic - help you get through inflection points consultants help you get somewhere - they aren’t needed if
you are already there
-> the next thing to consider is how N’s want to assess the
information - T or F
S’s- sees the details and all the nuances - as a result they
are less idealistic and more realistic - they help you live in
the ‘day-to-day’ - they struggle seeing tomorrow
NT (10%)
NF (10%)
SP (30 - 40%)
SJ (30 - 40%)
-> the next thing that is important to them is how much
information they need - do you organize what you have or
do you continue to take more in - J or F
Copyright © 2021 Thomas Mazzone
31
MBTI and Keirsey
•
SP’s - Artisans are concrete and adaptable. Seeking stimulation and virtuosity, they
are concerned with making an impact. Their greatest strength is tactics. They excel at
troubleshooting, agility, and the manipulation of tools, instruments, and equipment.
They care about the result more than the process for getting the result. They are the
salespeople, entrepreneurs, doctors, artists, solutions architects, product developers
•
SJ’s - Guardians are concrete and organized (scheduled). Seeking security and
belonging, they are concerned with responsibility and duty. Their greatest strength is
logistics. They excel at organizing, facilitating, checking, and supporting. They care
more about the process than the output of the process. They are the accountants,
operations managers, nurses,
•
NF’s - Idealists are abstract and compassionate. Seeking meaning and significance,
they are concerned with personal growth and finding their own unique identity. Their
greatest strength is diplomacy. They excel at clarifying, individualizing, unifying, and
inspiring. They care more about the people than the output or the process.
•
NT’s - Rationals are abstract and objective. Seeking mastery and self-control, they are
concerned with their own knowledge and competence. Their greatest strength is
strategy. They excel in any kind of logical investigation such as engineering,
conceptualizing, theorizing, and coordinating. They care more about the system
(people, process, outputs), how it is designed, whether it is fulfilling its purpose
Copyright © 2021 Thomas Mazzone
Main Focus
(and unintended bias)
get the right results
protect the process
protect the people
challenge the system
32
Myers Briggs Temperament Indicator
What is your Type?
What does it mean for you?
Were you able to type someone else?
What did you learn?
The Keirsey Temperament Framework
What is your temperament?
What are the temperaments other people who are
important to me?
How could this knowledge (yours vs, theirs) help to drive
consensus and mitigate conflict?
Copyright © 2021 Thomas Mazzone
33
Personality refers to individual differences in
characteristic patterns of thinking, feeling and
behaving.
Culture = personality they are effectively the same
Given that, we can be more systematic and deliberate about
studying culture and aligning it with the other dimensions of
the organizational assessment framework
Copyright © 2021 Thomas Mazzone
34
Keirsey – chapter 2
Seeing Temperament through how people interact through the world
They interact in two ways.
They speak and they act
Tool Usage – Acting – Doing
Word Usage – Speaking - Describing
cooperatives – doing cooperatively - focus on
collaboration – process orientation
utilitarians – doing individually - focus on
methods – details/practicalities orientation
abstract – seeing/describing –
theories/possibilities orientation
concrete – seeing/describing – details/practicalities
orientation
What I
observe
Seeing
Possibilities
Process
(mutual effort)
NF
What it means
Realities
SJ
Doing
Output
(individual effort)
NT
SP
You prefer either
seeing realities or
possibilities
You prefer process
or output
It defines what
you see as
important
(culture)
and
How you choose
to develop
yourself
(capability)
35
Copyright © 2021 Thomas Mazzone
35
As Abstract Cooperators, Idealists speak
mostly of what they hope for and imagine
might be possible for people, and they want
to act in good conscience, always trying to
reach their goals without compromising their
personal code of ethics.
words - orientation
perceive/describe the world –
relate to the world
abstract
ideas - past and future relationship
cooperative
do what’s right
process focus
this type either leads with either
consensus or possibilities
NF
SJ
(15-20%)
process activity focus or process
people focus
ask
tools
flight
act in the world
type either leads with
NT this
frameworks or possibilities
SP
(5-10%)
(30-35%)
do what works
outcome focus
tell
tomorrow orientation and
process-focus and
possibilities - optimistic
strategist/driver
As Abstract Utilitarians, Rationals speak mostly of
what new problems intrigue them and what new
solutions they envision, and always pragmatic, they
act as efficiently as possible to achieve their
objectives, ignoring arbitrary rules and conventions
if need be.
guardian
fight
this type always presents S to the world the details required to get the outcome
today orientation and outcomefocused and realities - realistic
(even if you don’t follow the rules)
Copyright © 2021 Thomas Mazzone
this type always leads with the needs to comply
with the process - either task or people
today orientation and processfocus and realities - realistic
idealist/integrator
utilitarian
concrete
reality - present
(40-45%)
tomorrow orientation and
people-focus and
possibilities- optimistic
(even if imperfect outcome)
As Concrete Cooperators, Guardians speak
their duties and responsibilities, of what they
can keep an eye on and take care of, and they
are careful to obey the rules and respect the
rights of others
task
tool usage focus or people as
tools to be used to reach an
outcome
artist/pioneer
As Concrete Utilitarians, Artisans speak mostly
about what they see right in front of them, about what
they can get their hands on, and they will do
whatever works, whatever gives them a quick,
36
effective payoff, even if they have to bend the rules.
36
Please Understand Me II – Temperament, Character and Intelligence
Areas of Coverage:
Introduction – based on Chapters 1-6:
• What is your temperament?
• What are the temperaments other people (at least one other person) who is/are important to
Session 2-10
you?
• How could this knowledge (yours vs, theirs) help to drive consensus and mitigate conflict?
Team building – building a team– based on Chapter 7
• How does an understanding of how strong relationships are built help you to identify strong fit
and potentially conflicting personalities? How does it apply to building and managing a team.
• Who are you most likely to connect with? Who are you most likely to have conflict with?
• How does this knowledge help you to anticipate conflict? How does it help you to anticipate blind
spots? With this knowledge what can you do to preemptively mitigate the risk?
Team development – developing a team– based on Chapter 8
• How does an understanding how parents can best support the development of their children help
Session 11
you understand how to develop your team?
• What is your learning style and how do you like to grow and develop? How do other learning
styles differ from your own?
• How could this knowledge help you to develop more effective change management programs?
• What are some of the challenges in developing team and organizational capability when there are
different learning styles?
Leadership and Intelligence – developing leadership capability– based on Chapter 9
• How does an understanding of different leadership styles and intelligence traits lead to a better
understanding of you identify develop and support leaders of change initiatives?
• How would you develop and support a leader that looks like you? What kind of leadership roles
would you put them in?
• How would you develop and support a leader that looks different from you? What kind of
leadership roles would you put them in?
Summary
Session 8
• What are your initial thoughts on who needs to be on your team, who your leaders will be and
what is the organization or individual you would like to help change?
• How would your knowledge of the subject areas covered in this book help you to be successful at
helping them to understand the need to change then helping them to stay on the change
journey?
To understand organizations, we
need to understand ourselves organizations have personalities studying our own personality is
the best way to understand an
organizations’ personality
Process:
- read assigned chapters
- address questions
- be prepared to present
answers in class
- there is no need to prepare
a report
- there is no requirement to
submit to NYU classes
37
Copyright © 2021 Thomas Mazzone
The Power of Reframing
Copyright © 2021 Thomas Mazzone
38
Read Chapter 1 - The Power of
Reframing
Study questions:
• What is the curse of cluelessness?
• What are the virtues and drawbacks of
organized activity
• What are strategies for improving
organizations?
• How well has that worked out?
• The Track Record
• What is ‘Framing’?
• What is ’Multiframe Thinking’?
Copyright © 2021 Thomas Mazzone
39
Are top managers clueless?
Leadership at Wells Fargo and Volkswagen trashed
their own brands by following the same script:
• Act I: Set daunting standards for employees
• Act II: Look the other way when employees cheat
• Act III: When things blow up, blame the workers
• What happened? Why? Do all organizations follow
the same script?
Copyright © 2021 Thomas Mazzone
40
Virtues and Drawbacks of Organizations
• Prevalence of large, complex organizations is
historically recent
• Much of society’s important work is done in or
by organizations, but . . .
• They often produce poor service, defective, or
dangerous products and . . .
• Too often they exploit people and communities,
and damage the environment
Copyright © 2021 Thomas Mazzone
41
Signs of Cluelessness
• Management error produces bankruptcies of
public companies every year.
• Most mergers fail, but companies keep on
merging.
• Studies estimate that 50 to 80 percent of
American managers are incompetent.
• Most change initiatives produce little change;
some makes things worse.
Copyright © 2021 Thomas Mazzone
42
Strategies to Improve Organizations
•
•
•
•
Better management
Consultants
Government policy and regulation
Does this help?
Copyright © 2021 Thomas Mazzone
43
Challenges for Twenty-First Century
Organizations
• Old forms of organization becoming obsolete
• Organizational “Big Bang”
• Paradoxical challenges (e.g., be local and global)
Copyright © 2021 Thomas Mazzone
44
What Is a Frame?
• Mental map to read and negotiate a “territory”
• The better the map, the easier it is to know
where you are and get around (a map of Beijing
won’t help in Chicago)
• Frame as window: Enables you to see some
things, but not others
• Frame as tool: Effectiveness depends on
choosing the right tool and knowing how to use
it
Copyright © 2021 Thomas Mazzone
45
Framing and “Blink” Process
• Well-learned and practiced frames facilitate
“rapid cognition”—the capacity to quickly and
accurately size up situations
• Qualities of rapid cognition:
– Nonconscious (do it without thinking about it)
– Fast
– Holistic
– Result: “Affective judgments”
Copyright © 2021 Thomas Mazzone
46
Structural Frame
• Roots: sociology, management science
• Key concepts: goals, roles (division of labor),
formal relationships
• Central focus: alignment of structure with goals
and environment
Copyright © 2021 Thomas Mazzone
47
Symbolic Frame - Culture
• Roots: social and cultural anthropology
• Key concepts: culture, myth, ritual, story,
• Central focus: creating meaning, building culture,
staging organizational drama
Copyright © 2021 Thomas Mazzone
48
Political Frame - Leadership
• Roots: political science
• Key concepts: interests, conflict, power, scarce
resources
• Central focus: getting and using power,
managing conflict to get things done
Copyright © 2021 Thomas Mazzone
49
Human Resource Frame - Team
• Roots: personality and social psychology
• Key concepts: needs (motives), capacities (skills),
feelings
• Central focus: fit between individual and
organization
Copyright © 2021 Thomas Mazzone
50
Structural and Human Resource Frames
FRAME
STRUCTURAL
HUMAN RESOURCE
Metaphor For
Organization
Factory or machine
Family
Central Concepts
Rules, roles, goals,
policies, technology,
environment
Needs, skills,
relationships
Image Of
Leadership
Social architecture
Empowerment
Basic Leadership
Challenge
Align structure to task,
technology, environment
Align organization and
human needs
Copyright © 2021 Thomas Mazzone
51
Political and Symbolic Frames
FRAME
POLITICAL
SYMBOLIC
Metaphor For
Organization
Jungle
Carnival, temple,
theater
Central Concepts
Power, conflict,
competition,
organizational politics
Culture, meaning,
metaphor, ritual,
ceremony, stories,
heroes
Image Of Leadership Advocacy
Inspiration
Basic Leadership
Challenge
Create faith, beauty,
meaning
Copyright © 2021 Thomas Mazzone
Develop agenda, power
base
52
Expanding Managerial Thinking
Traditional Management
Thinking
Artistic Thinking
See only one or two frames
Holistic, multiframe
perspective
Try to solve all problems with
logic, structure
Rich palette of options
Seek certainty, control, avoid
ambiguity, paradox
Develop creativity,
playfulness
One right answer, one best way Principled flexibility
Copyright © 2021 Thomas Mazzone
53
Conclusion
• Narrow thinking → clueless managers
• Multiple frames improve understanding,
promote versatility
• Multiple frames enable reframing: Viewing the
same thing from multiple perspectives
Copyright © 2021 Thomas Mazzone
54
Simple Ideas, Complex Organizations
Copyright © 2021 Thomas Mazzone
Read Chapter 2 - Simple Ideas, Complex
Organizations
Study questions:
• What are the common fallacies in organizational
diagnosis?
• What are the peculiarities of organizations?
• What is Organizational Learning?
• How do organizations cope with ambiguity and
complexity?
Copyright © 2021 Thomas Mazzone
Error in Organizations:
The Tragedy of 9/11
• System Failures Helped Terrorists Succeed
– Mind-set error: Defense systems hadn’t planned
for domestic air attack, even though possibility had
long been recognized (didn’t anticipate a “black
swan” because they’d only seen white ones)
– Coordination error I: FBI/CIA (terrorists not on
airport security watch lists)
– Coordination error II: FAA/NORAD (weak lateral
communication hindered the two agencies from
working together)
Copyright © 2021 Thomas Mazzone
Error in Organizations:
Helen Demarco
• Osborne announces revitalization plan
• Demarco and colleagues agree: It can’t work
but we can’t tell him
• “Study” to buy time and develop strategy
• Option B: Low benefits at high costs
• Technical jargon as camouflage
• Demarco feels frustration, failure
Copyright © 2021 Thomas Mazzone
Peculiarities of Organizations
•
•
•
•
Organizations are complex
Organizations are surprising
Organizations are deceptive
Organizations are ambiguous
Copyright © 2021 Thomas Mazzone
Sources of Ambiguity
•
•
•
•
•
•
•
Not sure what the problem is
Not sure what’s going on
Not sure (or can’t agree) on what we want
Don’t have the resources we need
Not sure who’s supposed to do what
Not sure how to get what we want
Not sure how to know if we succeed or fail
Copyright © 2021 Thomas Mazzone
Organizational Learning
• Peter Senge
– We learn best from experience,
but often don’t know
consequences of our actions
– System maps
• Barry Oshry
– Asymmetric relationships (top–
middle–bottom–customer)
– “Dance of blind reflex”
Copyright © 2021 Thomas Mazzone
Systems Model for Vicious Learning Cycle
Short-term
Strategy
Short-term
gains
Long-term
costs
Copyright © 2021 Thomas Mazzone
Delay
Organizational Learning (II)
• Argyris and SchÖn
– Actions to promote
learning actually inhibit it
Chris
Argyris
– Defenses: avoid sensitive
issues, tiptoe around
taboos
Donald
SchÖn
Copyright © 2021 Thomas Mazzone
Making Sense of What’s Going On: Tamir Rice
What you see is what you expect:
• Expectations prejudiced by missing clue
• Officer expected a dangerous gunman—that’s
what he saw
Copyright © 2021 Thomas Mazzone
Coping with Ambiguity: Conserve or Change?
• Advantages of relying on existing frames and
routines
– Protect investment in learning to use them
– Make it easier to understand what’s happening and
what to do about it . . . but we may misread
situation, take the wrong action, and fail to learn
from errors
• Change requires time and energy for learning
new approaches but is necessary to develop
new skills and capacities
Copyright © 2021 Thomas Mazzone
Common Fallacies in Organizational Diagnosis
• Blame people
– Bad attitudes, abrasive personalities, neurotic
tendencies, stupidity, or incompetence
• Blame the bureaucracy
– Organization (a) stifled by rules and red tape, or (b)
lack clear goals, procedures, and job descriptions
• Thirst for power
– Organizations are jungles filled with predators and
prey
Copyright © 2021 Thomas Mazzone
Conclusion
• Complexity, surprise, deception, and
ambiguity make organizations hard to
understand and manage
• Narrow frames become rigid fallacies,
blocking learning and effectiveness
• Better ideas and multiple perspectives
enhance flexibility and effectiveness
Copyright © 2021 Thomas Mazzone
Next session
Copyright © 2021 Thomas Mazzone
Overview of
course
Effective Organizations are Aligned
with the Needs of their Environment
and create and manage tension
How are we designed
Strategy
X
Structure
Alignment
Create tension
Structure
XCulture
Alignment
Organizational
Behavior
Alignment Drives
Effectiveness
Leadership
Team X
Alignment
Ongoing and evolving External
and Internal (P.E.S.T. and
S.W.O.T.) changes require
continual adjustment and
realignment
Manage tension
How do we act
Re-alignment ensures
sustainable success
Organizational Behavior Alignment Model
Copyright © 2021 Thomas Mazzone
Copyright © 2021 Thomas Mazzone
Culture
X
Leadership
Alignment
Organizations as interconnected
teams which operate most
effectively when there is close
alignment between strategy,
structure, culture, and leadership
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Discussion forums
Access the article: ‘A Firm as a Knowledge Creating Entity: A New Perspective on
the Theory of the firm’ on NYU Classes (Instructor upload)
Answer the questions (2-3 paragraphs) and upload to
NYU Classes
Read Part A
Upload before Session 2
• What does it mean to be a knowledge creating entity?
• What is knowledge creation so important?
• What is the knowledge creating process? How do you structure,
assess and improve and organization’s knowledge creating
capabilities?
Access the book: ‘The Advantage” at NYU Classes (here)
Read the chapter
titled, ‘The Case
for Organizational
Health”
Answer the questions: (2-3 pages) and upload to NYU
Classes
• The Author states, ‘The single greatest advantage any company can
achieve is organizational health. Yet it is ignored by most leaders even
though it is simple, free, and available to anyone who wants it.”
• What is organizational health? Why is it important? How do you
assess and improve it
Upload before Session 3
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Copyright © 2021 Thomas Mazzone
organizational
behavior
o
o
o
o
Team Homework
Assignment 1
structural assessment
symbolic (cultural) assessment
political (leadership) assessment
resource (team) assessment
Organizational Structural
Assessment and
Reflection on Team Formation
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Copyright © 2021 Thomas Mazzone
Organizational Structure
Copyright © 2021 Thomas Mazzone
Introduction to Organizational Structure
• We begin by emphasizing how structural design depends on an
organization's circumstances, including its goals, strategy,
technology, and environment
• We turn to issues of structural change and redesign. We describe
basic structural tensions, explore alternatives to consider when
new circumstances require revisions, and discuss challenges of the
restructuring process.
• We compare traditional organization charts with “Mintzberg's
Fives,” a more abstract rendering of structural alternatives.
• We apply structural concepts to groups and teams. When teams
work poorly, members often blame one another for problems that
reflect design flaws rather than individual failings.
Copyright © 2021 Thomas Mazzone
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Read Chapter 3 – Getting Organized
• Study questions:
• What are the core assumptions driving structural decisions?
• What are the origins of the structural perspective?
• What are the different structural forms and functions?
• What are the different basic structural tensions?
• Vertical Coordination
• Lateral Coordination
• Review the case study of ‘McDonald’s and Harvard: A Structural
Odd Couple’ and be prepared to discuss the different approaches
to structure
Copyright © 2021 Thomas Mazzone
Read Chapter 4 - Structure and Restructuring
• Study questions:
• What are ‘Structural Dilemmas’?
• What are generic issues in restructuring?
• Why Restructure?
• Review the three cases examples focused on
how to make restructuring work and be
prepared to discuss in class
Copyright © 2021 Thomas Mazzone
Read Chapter 5 - The Power of Teams
• Study Questions:
• How are teams vital to organizational
performance?
• Why do top-performing teams need the right
blueprint of roles and relationships?
• How does the example of SEAL Team 6 illustrate
this?
Copyright © 2021 Thomas Mazzone
Readings:
Organizations
must evolve
Organization must evolve with
their environment
The Short and Glorious History
of Organizational Theory
Evolution and
adaptation are hard
and must be
proactively
managed
There are rules
and logic about
how to evolve
structure to fit
the environment
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Copyright © 2021 Thomas Mazzone
Readings:
Organization must evolve with
their environment
The central focus is the transformation
of Whirlpool
Thinks in terms of a “social system”,
the way that technical and social
systems interact? What is the
connection (if any) between
organizational effectiveness and the
consonance of the technical and social
systems? What’s a practitioner
supposed to do? How should she or he
approach change?
Systems theory combined with
sociotechnical theory provides broad
guidance on designing systems to
produce desired behaviors
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Copyright © 2021 Thomas Mazzone
Readings:
Organization must evolve with
their environment
Think system and subsystem.
Don’t presume that changing
one part of a complicated
system will change how the
system (and those in it) will
respond.
Concentrate on both the
technical hardware and the
human software. Behavior at
work has multiple influences.
Attend to the interaction of
subsystems and influences
acting upon people at work.
Seek consonance among these
influences and avoid conflict
between system components.
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Copyright © 2021 Thomas Mazzone
Readings:
Organization must
evolve with their
environment
•
•
•
•
•
In the simplest case, coordination is achieved at the strategic apex by direct supervision—the chief
executive officer gives the orders. The configuration called simple structure emerges, with a minimum of
staff and middle line.
When coordination depends on the standardization of work, an organization’s entire administrative
structure—especially its technostructure, which designs the standards—needs to be elaborated. This gives
rise to the configuration called machine bureaucracy.
When, instead, coordination is through the standardization of skills of its employees, the organization
needs highly trained professionals in its operating core and considerable support staff to back them up.
Neither its technostructure nor its middle line is very elaborate. The resulting configuration is
called professional bureaucracy.
Organizations will sometimes be divided into parallel operating units, allowing autonomy to the middle-line
managers of each, with coordination achieved through the standardization of outputs (including
performance) of these units. The configuration called the divisionalized form emerges.
Finally, the most complex organizations engage sophisticated specialists, especially in their support staffs,
and require them to combine their efforts in project teams coordinated by mutual adjustment. This results
in the adhocracy configuration, in which line and staff as well as a number of other distinctions tend to
break down.
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Copyright © 2021 Thomas Mazzone
Readings:
Evolution and
adaptation are hard
and must be
proactively
managed
Organizations conform to ‘rules’
that are aligned with different
environmental needs
As the environment changes so
must the organization
Change is hard, we fear the loss
of stature and position
We don’t know if we can fit in
somewhere else
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Copyright © 2021 Thomas Mazzone
Organizational Analysis
What is the
current context
(Conduct a SWOT Analysis)
P.E.S.T.
Market Assessment -> Product
/Service Selection
Product /Service Selection ->
Supply Chain Assessment
Opportunities and Threats
(external)
Strengths and Weaknesses
(internal)
Opportunities
Market Growth
and Profitability
Product/Service
Position vis-à-vis
Competitors
Threat of
Substitution
Strengths
Threats
Weaknesses
Impacts
Process
Design
Identify the product
or service that
represents either the
greatest opportunity
to profitably grow or
represents the
greatest threat to
sustainable growth
Management
Ability
Customer and
Supplier Capability
Industry Platform
Maturity
Identify the
strengths to
leverage and the
weaknesses to
address to close
the gap or protect
the lead
S.W.O.T
Objectives:
• Start with your products or service. Identify the customer/market it serves. Develop a...
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