MGE Papers

Cultural Intelligence for Leaders (2012) defined self-concept as “the totality of complex, organized, and dynamic system of learned beliefs, attitudes and opinions that each person holds to be true about his/her personal existence” & the self-concept we hold to be true helps us form a “perception of who we are based on expectations from, and responses to, our social environment; stimulated by internal and external factors that can create intense emotional responses, impacting on our willingness to learn and our choice of action - guiding our behaviors” (p. 127). In the case (WA, 2018) Jack is a 36-year-old leader within a major hospital who prides himself as a professional. In his work, he supports and helps each of his team members. In his personal life, he used to focus on eating healthy and exercising regularly. In the past year, his focus on healthy living declined because of professional responsibilities. As a consequence, his state of health deteriorated to a point that hi

Abstract This Critical Incident Analysis (C.I.A.) reviews an on-going interaction between members of a U.S. based technical investigation team and a group of managers and technical specialists located at corporate headquarters in Japan. The expectations and outcomes of the meetings held to date will be summarized with specific emphasis on the cultural disconnects encountered. This review will be followed by a brief analysis using the theoretical framework established by Hofstede as well recommendations for improvements in the future interactions that the two groups will have with each other. This Critical Incident Analysis (C.I.A.) will introduce the reader to a real-life, on-going cultural the situation at my place of employment. A technical investigation team, of which I am a member, has been tasked with understanding the root causes of certain production issues currently experienced in our chemistry laboratory in the United States. This U.S. team is made up of U.S. and Ca

The critical incident technique (CIT) is a behavioral qualitative tool popularized by John C. Flanagan in 1954 through his paper “ The Critical Incident Technique ” as published in the Psychological Bulletin . Originally, Flanagan used this technique in the United States Air Force Army during World War II as a way of improving the methodology used in evaluating job description, performance appraisal, and in designing functional training programs (Ansari & Baumgartel, 1981, p. 221). By Flanagan’s own words, he described CIT as: “A set of procedures for collecting direct observations of human behavior in such a way as to facilitate their potential usefulness in solving practical problems and developing broad psychological principles. The critical incident technique outlines procedures for collecting observed incidents having special significance and meeting systematically defined criteria.” (Flanagan 1954, p. 327). For an incident to be considered critical, according to Flanaga

The Critical Incident Technique aims to harvest the rich, personal perspective of life and facilitate understanding of the issues in any critical incident. A critical incident need not be spectacular, but it should hold significance, something that made one stop and think whether it contributed to an effective or an ineffective outcome. (Serrat, 2010) The technique aims to understand critical incidents at a depth that may not be apparent through purely quantitative methods of data collection. (Serrat, 2010) Critical incidents are often seen as bearing little significance until we ask the right questions; What really happened? How did I feel? What do I think about it now? What did I learn? (Kilianska-Przybylo, 2009) What essentially occurred. The incident I will choose relates to my current workplace and is currently ongoing. I will choose this incident because it is at first appearances a mundane, run of the mill, mix up. But upon looking into it further, I have today discovered t

According to Bridges (2004), leaders can use the following questions to initiate change in behaviors: -      What is the goal of the “change”? -      What is going to be different as a result of change? -      What will be lost and by whom? They can help to facilitate the transition to the desired behavior. They can help make the employees more aware of the reasons why they are urged to change behaviors. They improve awareness of the matter and may start a company-wide exchange of ideas. The three questions also provide an opportunity for a fair discussion based on figuring all stakeholders and how each one can benefit from change, and the personal costs associated with change. The leader can try to use reinforcers and rewards as an incentive. It can also increase behavioral compliance by promoting only those that demonstrate alignment with the target behaviors. One of the functions of leaders is “role model” and they need to demonstrate how to deal with non-complianc

Cognitive Dissonance (CD) is a feeling of internal discomfort caused by conflicting ideas, values, beliefs or practices. Because of the need to maintain harmony, people try to reduce or prevent this discomfort. The theory of CD offers three options to reduce stress: - changing attitudes or beliefs, acquiring new information (dissonance reduction process) and reducing the importance of cognitions (internal reasoning and justification) (Cooper, 2007). However, it is not always the case that CD is bad. We shall discuss whether it is good for organizations and for individuals To a larger extent, cognitive dissonance is not good. It can lead to absenteeism. Stress at workplace causes workers not to report for duty. Excuses are given, without addressing the root cause of the problem. Financial losses to organizations arising from this type of absenteeism are obvious and significant. Stressed employees often withdraw and cease to participate in work-related issues. They might attend cru

In one way or another, most of us if not all experienced to do something that contradicts what we really believe in. Say, for example, you believe that disposing of trash properly is a mark of a good citizen and concerns for the environment, but, when faced with difficulty in finding a bin and the discomfort of carrying it for a longer period made you decide to throw it somewhere. You may feel a bit of discomfort for not throwing it properly, but, you’re thinking it’s decomposable anyway, so no harm is done to the environment. This an example of cognitive dissonance.  Apparently, cognitive dissonance is an intriguing aspect that is being studied as well in the organizational context. Leaders are challenged to face the implications of cognitive dissonance not only on itself but also on its followers, and for the organization, in general. Cognitive dissonance is not inherently bad for the organization or for an individual. It can be a tool for growth. According to Dr. Paraskevi Nou