Social Rationale Quarter

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Social Rationale Quarter (hereinafter, the Quarter) is a lecture introducing the learners to social analysis primarily through key topics related to social rationale. The Quarter is the second of four lectures of Social Quadrivium, which is the fifth of seven modules of Septem Artes Administrativi (hereinafter, the Course). The Course is designed to introduce the learners to general concepts in business administration, management, and organizational behavior.


Outline

Communication Quarter is the predecessor lecture. In the enterprise analysis series, the previous lecture is Human Perceptions Quarter.

Concepts

  1. Social rationale. A set of reasons or a logical basis for a course of action or a particular belief of a group of people.
    • Institutions. Cultural factors that lead many organizations to have similar structures, especially those factors that might not lead to adaptive consequences.
    • Group cohesiveness (also known as group cohesion or social cohesion). The extend to which members of a group support and validate one another, attracted and emotionally attached to one another, share the group's goals, and motivated toward the group.
    • Norm. An acceptable standard or expectation within a group that is accepted and shared by a group's members.
  2. Group. Two or more interacting and interdependent individuals who come together to achieve particular goals.
    • Informal group. A group that is neither formally structured nor organizationally determined; such a group appears in response to the need for social contact.
    • Formal group. A designated workgroup defined by an organization's structure.
    • Interacting group. A typical group in which members interact with each other face to face.
    • Reference group. An important group to which individuals belong or hope to belong and with whose norms individuals are likely to conform.
    • Ingroup favorism. Perspective in which one sees members of own ingroup as better than other people, and, often, people not in own group as all the same.
  3. Status. A socially defined position or rank given to groups or group members by others.
  4. Social identity theory. Perspective that considers when and why individuals consider themselves members of groups.
    • Outgroup (out-group). (1) Those people who do not belong to a specific ingroup; the inverse of an ingroup, which can mean everyone outside one's group; (2) An identified other group.
    • Ingroup (in-group). An exclusive, typically small, group of people with a shared interest or identity.
    • Faultiness. The perceived divisions that split groups into two or more subgroups based on individual differences such as sex, race, age, work experience, and education.
    • Boundary spanning. When individuals form relationships outside their formally assigned groups.
  5. Diversity. The extent to which members of a group are similar to, or different from, one another.
    • Deep-level diversity. Differences in values, personality, and work preferences that become more important for determining similarity as people get to know each other.
    • Discrimination. Noting of a difference between things; often we refer to unfair discrimination, which means making judgments about individuals based on stereotypes regarding their demographic group. Unfair discrimination occurs when someone acts out their prejudicial attitudes toward people who are the targets of their prejudice.
  6. Surface-level diversity. Differences in easily perceived characteristics, such as gender, race, ethnicity, age, or disability, that do not necessarily reflect the ways people think or feel, but may activate or trigger certain stereotypes.
    • Biographical characteristic. A quantifiable personal characteristic such as age, gender, income, education, socioeconomic status, family size, marital status, race, and length of tenure that are objective and easily obtained from personnel records. These characteristics are indicators of surface-level diversity.
    • Race. The biological heritage (including skin color and associated traits) that people use to identify themselves.
  7. Cultural intelligence. Cultural awareness and sensitivity skills.
    • Dominant culture. A culture that expresses the core values that are shared by a majority of the organization's members.
    • National culture. The values and attitudes shared by individuals from a specific country that shape their behavior and beliefs about what is important.
    • Strong culture. A culture in which the core values are intensely held and widely shared.
    • Ethnicity. Social traits (such as cultural background or allegiance) that are shaped by a human population.
  8. Culture attribute. A quality or feature regarded as a characteristic or inherent part of culture.
    • Power distance. A national culture attribute that describes the extent to which a society accepts that power in institutions and organizations is distributed unequally.
    • Collectivism. A national culture attribute that describes a tight social framework in which people expect others in groups of which they are a part to look after them and protect them.
    • Individualism. A national culture attribute that describes the degree to which people prefer to act as individuals rather than as members of groups.
    • Long-term orientation. A national culture attribute that emphasizes the future, thrift, and persistence.
    • Short-term orientation. A national culture attribute that emphasizes the present and accepts change.
    • Masculinity. A national culture attribute that describes the extent to which the culture favors traditional masculine work roles of achievement, power, and control. Societal values are characterized by assertiveness and materialism.
    • Femininity. A national culture attribute that indicates little differentiation between male and female roles; a high rating indicates that women are treated as the equals of men in all aspects of the society.
    • Uncertainty avoidance. A national culture attribute that describes the extent to which a society feels threatened by uncertain and ambiguous situations and tries to avoid them.
  9. Preconceived attitude. An attitude that someone has already had about representatives of some group without learning about their actual characteristics.
    • Prejudice. A preconceived belief, opinion, or judgment toward a person or a group of people.
    • Stereotyping. Judging someone on the basis of a perception of the group to which that person belongs.
  10. Cultural attitude. An attitude that someone has toward own and other cultures.
    • Parochialism. Viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.
    • Geocentric attitude. A world-oriented view that focuses on using the best approaches and people from around the globe.
    • Ethnocentric attitude. The parochial belief that the best work approaches and practices are those of the home country.
    • Polycentric attitude. The view that the managers in the host country know the best work approaches and practices for running their businesses.
  11. Conflict. (1) Perceived incompatible differences that result in interference or opposition; (2) A process that begins when one party perceives that another party has negatively affected, or is about to negatively affect, something that the first party cares about.
  12. Conflict process. A process that has five stages: (1) conflict potential, potential opposition or incompatibility, (2) cognition and personalization, (3) intentions, (4) behavior, and (5) outcomes.
  13. Conflict potential. Latent qualities or abilities that may be developed and lead to a conflict.
  14. Conflict personalization. A situation in the conflict process in which one or more parties feel or perceive that the conflict exists. is a perception issue, second step of the Conflict Process.
    • Felt conflict. Emotional involvement in a conflict that creates anxiety, tenseness, frustration, or hostility.
    • Perceived conflict. Awareness by one or more parties of the existence of conditions that create opportunities for conflict to arise.
  15. Conflict intention. One's aim, plan, or intention for conflict process and its outcomes.
  16. Conflict outcome. An outcome from a conflict process.
  17. Conflict management. Handling a conflict.
  18. Negotiation. (1) discussion aimed at reaching an agreement; (2) A process in which two or more parties exchange goods or services and attempt to agree on the exchange rate for them.
    • Fixed pie. The belief that there is only a set amount of goods and services to be divided up between the parties.
    • BATNA. The best alternative to a negotiated agreement; the least the individual should accept.
    • Zero-sum approach. An approach that treats the reward "pie" as fixed, such as that any gains by one individual are at the expense of another.
    • Trade-off. Losing one quality or aspect of something in return for gaining another quality or aspect.
  19. Bargaining.
    Bargaining characteristicDistributive bargainingIntegrative bargaining
    GoalGet as much of the fixed pie as possibleExpand the pie so that both parties are satisfied
    IntentionWin-loseWin-win
    FocusPositions such as I can't go beyond this point on this issueInterests such as Can you explain why this issue is so important to you?
    InterestsOpposedCongruent
    Information sharingLow since sharing information will only allow other party to take advantageHigh since sharing information will allow each party to find ways to satisfy interests of each party
    Duration of relationshipShort termLong term

Roles

  1. Third party. An individual or group besides the two "parties" primarily involved in a situation, especially a dispute.
  2. Social service provider. The government, private, and non-profit organization that is engaged in creating more effective organizations, building stronger communities, and promoting equality and opportunity.

Methods

  1. Conflict-management technique. An established procedure, either a conflict-resolution or conflict-stimulation technique, for conflict management.
  2. Conflict-resolution strategy. A policy behind a conflict-resolution technique to be chosen in order to resolve the conflict.
  3. De-escalating. Decreasing the conflict in extent, volume, or scope especially through (a) active listening, (b) smoothing, and (c) conflict-solving techniques.
    • Smoothing. Emphasizing common interests and areas of agreement between the conflicting parties while playing down differences in order to ease the tensions.
  4. Conflict-stimulation technique. An established way of stimulating the conflict.
  5. Conflict-solving technique. An established way of resolving the conflict having all the parties of the conflict]] to agree on its solution. Conflict-solving techniques follow collaborate and problem solve, resource and accommodate, and compromise and reconcile strategies.
    StrategyConflict-solving technique
    Resource and accommodate
    • Accommodating. The willingness of one party in a conflict to place the opponent's interests above his or her own; conceding one's position to the needs of others to maintain harmony and relationships.
    • Conflict crashing. Expansion of the resources can create a win-win solution especially when a conflict is caused by the scarcity of a resource (for example, money, promotion, opportunities, office space, etc.).
    Compromise and reconcile
    Collaborate and problem solve
  6. Conflict-suppressing technique. An established way of resolving the conflict not having all the parties of the conflict]] to agree on its solution. Conflict-suppressing techniques follow just behave defensively and force and direct strategies.
    StrategyConflict-solving technique
    Force and direct
    Behave defensivelyA variety of defensive-behavior techniques.

Instruments

  1. Group development. A model that describes the process of developing a group.
  2. Punctuated-equilibrium model. A set of phases that temporary groups go through that involves transitions between inertia and activity.
    • Punctuated equilibrium. The hypothesis that evolutionary development is marked by isolated episodes of rapid speciation between long periods of little or no change.
  3. Negotiation process model.
    Group developmentNegotiation process model
    FormingPreparation and planning
    Storming
    NormingDefinitions of ground rules
    Clarification and justification
    PerformingBargaining and/or problem solving
    Closure and implementation
  4. Sop. A thing given or done as a concession of no great value to appease someone whose main concerns or demands are not being met.

Practices

User Experience Quarter is the successor lecture. In the enterprise analysis series, the next lecture is Regulatory Сompliance Quarter.

Materials

Recorded audio

Recorded video

Live sessions

Texts and graphics

See also