LEO Midterm UPDATED ACTUAL Questions and CORRECT
Answers
1. Common Knowl- commonly held information is more influential on group decisions compared to
edge Effect unique information
2. Shortcomings in unique or divergent opinions are not shared, information withheld to appear
teams cooperative
3. the role of a thorough group process ensures all evidence is weighed, members should feel
process in teams a sense of involvement, and be openminded to the ideas of others
4. collaboration more informed decision, more commitment,,
outcome
5. narrow perspec- gorilla video, we typically look at things from one perspective, and are guided by
tives & overconfi- our expertise and training.
dence example would be when midlevel managers are asked to diagnose problems in
the business, they primary said the problem was related to their department
6. two potential everyone shares the same perspective, and conflict areas
negative con-
sequences in
groups
7. solution to nega- broaden the perspective
tive group conse-
quences
8. the talent myth malcom gladwell " the talent myth assumes that people make organizations smart.
more often than not. it's the other way around.
9. the systems per- a way of thinking that considers how outcomes are produced by a complex whole
spective as opposed to a single element.
complex whole: interrelationships among people procedures norms, routines and
environments
, 10. elements of a sys- how are incentives used as motivation
tem how is work divided.
How is work divided and re-assembled?
How does an organization's culture affect how work gets done?
How are team processes structured to ensure good decisions, effective implemen-
tation, and personal development?
How do social networks influence individual performance and firms success?
11. fundamental at- External forces (situation, system) often have a profound effect on behavior and
tribution error performance. We typically attribute people's actions and success/failure to their
personal qualities.
Underestimating the power of the situation is known as the Fundamental Attribu-
tion Error
12. Good Samaritan Princeton seminary students were told to give a sermon, one group was rushed
study and the other not. the rushed group did not stop to help the subject who was
posing as a hurt old person or something
13. food drive study predicted rate of giving vs actual rate of giving based on receiving a letter or not.
14. class 1 takeways We adopt narrow perspectives and we are over confident. At the individual level,
we therefore may miss critical insights into solving a problem.
2) Teams and organizations can overcome this problem by bringing together di-
verse knowledge and perspectives. How well this is done depends on the system.
3) In evaluating outcomes, we pay too much attention to the people, and too little
to the situation/system.
This is the FAE.
4) Effective leadership in today's world often require s a deep appreciation for
systems.
Answers
1. Common Knowl- commonly held information is more influential on group decisions compared to
edge Effect unique information
2. Shortcomings in unique or divergent opinions are not shared, information withheld to appear
teams cooperative
3. the role of a thorough group process ensures all evidence is weighed, members should feel
process in teams a sense of involvement, and be openminded to the ideas of others
4. collaboration more informed decision, more commitment,,
outcome
5. narrow perspec- gorilla video, we typically look at things from one perspective, and are guided by
tives & overconfi- our expertise and training.
dence example would be when midlevel managers are asked to diagnose problems in
the business, they primary said the problem was related to their department
6. two potential everyone shares the same perspective, and conflict areas
negative con-
sequences in
groups
7. solution to nega- broaden the perspective
tive group conse-
quences
8. the talent myth malcom gladwell " the talent myth assumes that people make organizations smart.
more often than not. it's the other way around.
9. the systems per- a way of thinking that considers how outcomes are produced by a complex whole
spective as opposed to a single element.
complex whole: interrelationships among people procedures norms, routines and
environments
, 10. elements of a sys- how are incentives used as motivation
tem how is work divided.
How is work divided and re-assembled?
How does an organization's culture affect how work gets done?
How are team processes structured to ensure good decisions, effective implemen-
tation, and personal development?
How do social networks influence individual performance and firms success?
11. fundamental at- External forces (situation, system) often have a profound effect on behavior and
tribution error performance. We typically attribute people's actions and success/failure to their
personal qualities.
Underestimating the power of the situation is known as the Fundamental Attribu-
tion Error
12. Good Samaritan Princeton seminary students were told to give a sermon, one group was rushed
study and the other not. the rushed group did not stop to help the subject who was
posing as a hurt old person or something
13. food drive study predicted rate of giving vs actual rate of giving based on receiving a letter or not.
14. class 1 takeways We adopt narrow perspectives and we are over confident. At the individual level,
we therefore may miss critical insights into solving a problem.
2) Teams and organizations can overcome this problem by bringing together di-
verse knowledge and perspectives. How well this is done depends on the system.
3) In evaluating outcomes, we pay too much attention to the people, and too little
to the situation/system.
This is the FAE.
4) Effective leadership in today's world often require s a deep appreciation for
systems.
