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MBA 610 (2nd Half) Alicia Haglund by Mind Map: MBA 610 (2nd Half)
 Alicia Haglund
0.0 stars - reviews range from 0 to 5

MBA 610 (2nd Half) Alicia Haglund

Conflict & Negotiation

Constructive Conflict

does it really work?, does seem to open up discussion effectively, involves people in healthy debates, covers all the issues - all points of view can be heard and considered

is it a smart idea?, seems to be very difficult to manage effectively, loaded weapon - generating conflict could backfire if handled badly

Can turn negative when personal feelings and pride become involved

Negotiation Management

Continuous Questioning is important, Understand the view of the other side by asking questions, Suffolk vs. 11 Beacon - concerns over lack of sunlight due to underlying concern that this would effect tenancy/revenue negatively - if this is known alternate solutions can be acheived (which have nothing to do with the surface issue of sunlight), Get "underneath" the problem to understand motivations behind it


Jeffrey Smith Case

Different people have different leadership needs, Need to be receptive to it though, otherwise little will happen

The Elephant Test = a situation in which an idea or thing "is hard to describe, but instantly recognizable when spotted"(Wikipedia ref)

Admitting fault is important, Is it possible to lead without respect? No, I don't think so. This seems important

Heifetz Article

see the bigger picture

giving "the work back" to people

draw attention to the issue, New node

Rise of the team

open communication

most problems today are too complex for just a few people to handle


Everest simulation

should you place your own needs first?, In the shortrun this seems to work, but in the longrun, you may have divided the trust/power of the team, no single branch is stronger than many branches, the team is important to future success

what needs are most important? Individual or the group?, Group think is "bad", but Teams are "good" - how does this reconcile?, choosing your own best interest over that of the team, can frequently break the trust of the team

There was only one person that summited. Being only one person means they must have left their team behind completely - would this have been a good idea in a real life situation?, The more groups "got along", the lower the scores were - does this provide validation about "constructive conflict" being essential to a productive team?