Exam 1

• HRD 

  • Works to enhance corporate culture and communication, employee management, increase efficiency, and productivity, train staff, and develop organizational leaders.
  • Creates structure, which is interdependent and inter-related.
  • Aims to develop employees as well as organization as a whole.
• Dr. Elliot Jaques

  • “The Changing Culture of a Factory.”
  • Organizational and occupational 
• Three primary competencies for HRD

  1. Career development 
  2. Training development
  3. Organization and development  people development
• 1943

  • The American Society for Training Directors was formed in Baton Rouge, LA
• Len Nadler

  • “Father” of HRD.
  • HRD term coined by Nadler.
  • George Washington University
• Nadler’s definition of HRD

  • “Those learning experiences which are organized, for a specific time, and designed to bring out the possibility of behavioral change.”
• Swanson and Holton’s definition of HRD

  • “A process for developing and unleashing human expertise through organizational development and personnel training and for the purpose of improving performance.”
• 1993

  • AHRD (Academy of Human Resource Development) was founded.
  • Brigham Young and Dr. Wayne Pace.
• Contributing principles to HRD

  • Psychology
  • Social psychology
  • Sociology
  • Anthropology 
• The goal of HRD

  • To improve individual, group, and organization effectiveness.
• HRD benefits

  • Makes people competent.
  • Makes people committed to their jobs.
  • Can promote trust and respect.
  • Accept change within and organization.
  • Problem-solving.
• Reliability 

  • Same results over and over
  • Truthfulness or accuracy
  • Consistency 
• Validity

  • Measures what it’s supposed to.
• MBTI criticism

  • Ideas born before psychology.
  • Up to 50% get a different time while re-taking the test.
  • Personality is not as clear as the test say.
  • Unreliable.
• Extroversion

  • Attuned to external world.
  • Prefer to communicate by talking.
  • Sociable and expressive.
  • Learn best through doing.
  • Broad interest.
  • Action over reflection.
• Introversion

  • Drawn to inner world.
  • Prefer to communicate in writing.
  • Private and contained.
  • Learn best by mental practice.
  • In depth interest.
  • Reflection over action.
• Sensing

  • Factual and concrete.
  • Focus on what is real and actual.
  • Trust experience.
  • Oriented to present realities (what is).
  • Build conclusions carefully.
  • Detail oriented        .
  • Like examples.
  • Prefer agendas.
• iNtuition 

  • Verbally creative.
  • Focus on patterns.
  • Trust inspiration.
  • Oriented to future possibilities (what could be).
  • Follow hunches.
  • Big picture oriented.
  • Desire change.
• Thinking

  • Analytical.
  • Solve problems with logic.
  • Use reason to solve problems.
  • Can be “tough minded”.
  • Question first.
  • Want things to be logical.
• Feeling

  • Empathetic.
  • Assess impacts of decisions on the people involved.
  • Use compassion.
  • Guided by personal values.
  • May appear “tenderhearted”.
  • Accept first.
  • Want things to be pleasant.
• Judging

  • Scheduled.
  • Like things to be settled and ordered.
  • Make short- and long-term plans.
  • Try to avoid last minute stress.
  • Methodical.
  • Establish deadlines.
• Perceiving

  • Spontaneous.
  • Like things to be flexible and open.
  • Adapt, change course easily.
  • Feel energized by demands.
  • Open-ended.
  • Dislike deadlines.
• Groupthink

  • Irrational or non-optimal decision
  • Value harmony and coherence
  • Challenger disaster
  • Americans wanted it to succeed so no one spoke up about the potential problem
• We make most of our decisions based on?

  Emotions
• What do we use first, then second to make a decision?

  First emotions, then logic
• The rider and the elephant

  • Rider is 1%, elephant is 99%
  • Elephant controls most and human only a small part
  • We have to focus on the elephant, not the rider
• Aristotelian Persuasion 


  Rhetoric: "The art of speaking or writing effective and/or persuasively."
• Ethos - credibility

  • Ethos: the source's credibility, the speakers/author's authority, an appeal to character, ethical appeal
  • We tend to believe people whom we respect.
  • This respect may be automatic or it may be earned.
  • One of the central problems of argumentation is to project an impression to your audience that you are someone worth listening to.
• Four dimension to ethos

  • Similarity: Does your audience identify with you?
  • Trustworthiness: Does you audience have reason to trust you? 
  • Authority: Do you have authority on your topic? How do you prove it to your audience?
  • Reputation: How much expertise does your audience think you have on your topic?
• Pathos - emotion

  • Pathos: persuading by appealing to the audience's emotions. Emotional appeals are one of the most powerful tools of persuasion.
  • Specific word and/or image choice, personal stories
• Logos - logic

  • Logos: the logic used to support a claim (induction and deduction); facts and statistics used to help support the argument. 
  • Persuading by the use of reasoning.
  • Statistics, facts, examples, reasons
• Four logical fallacies

  • Ad Hominem
  • Strawman Argument
  • Appeal to Ignorance
  • False Dilemma
• Ad Hominem

  • A fallacy of relevance where someone rejects or criticizes another person’s view on the basis of personal characteristics, background, physical appearance, or other features irrelevant to the argument at issue.
• Appeal to Ignorance

  • Isn’t proof of anything except that you don’t know something. Appeal to ignorance doesn’t prove any claim to knowledge
• Strawman Argument

  • A deliberate mischaracterizing the opponent’s position for the sake of deceiving others. 
  • Ex. Parent: No dessert until you finish your chicken and vegetables. Child: You only love me when I eat.
• False Dilemma

  • Black-and-white fallacy, either-or fallacy, “false dichotomy,” and “bifurcation fallacy.” 
  • This line of reasoning fails by limiting the options to two when there are in fact more options to choose from.
• Most important element of persuasion?

  Pathos
• David Hume

  • Arguments cannot be won by using only logic
• Active listening

  • Listen to complete message
  • Take notes
  • Show other person you are listening
  • Crossed arms and body language is a good indication someone is not listening
  • Ask open-ended questions
  • How does it make you feel when someone isn't listening to you?
• Feedback

  • Is a gift --> getting fired shouldn't be a surprise
  • Stick to facts, not opinions
  • Feedback should occur regularly