CABT flashcards
CABT · Build recall with a focused review session.
32 cards. Read the term and the definition here. The deck at the top of this page is optional.
- Informed consent in consulting
- The process of disclosing before work begins who the client is, how data will be used, confidentiality limits, and reporting boundaries, documented in writing.
- Multiple-role conflict
- An ethical dilemma arising when a consultant holds two or more relationships with a party, such as assessing individuals while also advising their sponsor.
- Competence boundary
- The ethical limit on practice defined by a consultant's training and experience; work outside it requires supervision, additional training, or referral.
- McKinsey 7S framework
- A diagnostic model assessing strategy, structure, systems, shared values, style, staff, and skills, emphasizing alignment among hard and soft elements.
- Open-systems diagnosis
- An assessment approach examining inputs, transformation processes, outputs, and feedback loops across an organization's boundary with its environment.
- Triangulation of data
- The use of multiple methods, sources, or raters (interviews, surveys, records) so that converging findings increase confidence in a diagnosis.
- Espoused versus enacted values
- The gap between values an organization claims and values expressed in actual behavior; a wide gap predicts cynicism and resistance to change.
- Break-even analysis
- A calculation of the volume at which total revenue equals total costs, computed as fixed costs divided by unit price minus variable cost.
- Gross margin
- A profitability ratio equal to revenue minus cost of goods sold, divided by revenue; for service firms direct labor dominates cost of goods sold.
- Realization rate
- Collected revenue divided by billed revenue; it captures write-offs, discounts, and collection losses that reduce the value of billed work.
- Days sales outstanding
- The average number of days between billing and collection; a rising figure signals deteriorating cash flow and collection problems.
- Transformational leadership
- A leadership style comprising idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, aimed at raising follower performance and commitment.
- Psychological safety
- A shared team belief that interpersonal risk-taking is safe, enabling voice, questions, and error reporting; it is distinct from trust or cohesion.
- Tuckman's group stages
- The sequence forming, storming, norming, performing, and adjourning that describes how groups develop over time, with conflict peaking in storming.
- Groupthink
- A deterioration of group judgment marked by illusion of invulnerability, self-censorship, and pressure on dissenters, reducing consideration of alternatives.
- Social loafing
- The tendency for individuals to expend less effort in groups; it increases with group size and declines when contributions are identifiable.
- Lewin's change model
- A three-stage model of unfreezing existing norms, moving to implement change, and refreezing to stabilize the new state.
- Force-field analysis
- A method that lists driving and restraining forces for a change and weighs them, guiding strategy toward reducing restraints rather than adding pressure.
- Readiness for change
- The extent to which members perceive a need for change, see it as appropriate, feel efficacious, perceive support, and value the expected outcomes.
- Resistance as diagnostic data
- The view that resistance signals unmet concerns such as lost competence or unclear rationale, and should inform intervention design rather than be suppressed.
- Demand-control-support model
- A job-stress model predicting highest strain when psychological demands are high and both decision latitude and social support are low.
- Burnout dimensions
- The three components of emotional exhaustion, depersonalization or cynicism, and reduced personal accomplishment; burnout is an occupational phenomenon, not a diagnosis.
- Job demands-resources model
- A framework separating job demands that deplete energy from job resources that motivate engagement and buffer the effects of demands.
- Presenteeism
- Reduced productivity while physically at work due to illness or distress; its aggregate cost often exceeds absenteeism in productivity loss.
- Thomas-Kilmann modes
- Five conflict-handling styles (competing, collaborating, compromising, avoiding, accommodating) defined by assertiveness and cooperativeness; choice depends on context.
- BATNA
- The best alternative to a negotiated agreement; it defines the walk-away point and a strong alternative increases a negotiator's leverage.
- Integrative negotiation
- A negotiation approach that seeks joint gains by focusing on underlying interests and expanding options rather than dividing a fixed pool.
- Situation-behavior-impact feedback
- A feedback structure that names the specific situation, describes observable behavior, and states the impact, avoiding attribution of intent.
- Consulting engagement lifecycle
- The sequence from intake and contracting through diagnosis, feedback, intervention, implementation, evaluation, and closure of a consulting project.
- Scope creep
- The gradual expansion of project work beyond agreed deliverables; it is controlled through written change orders that renegotiate time, cost, and scope.
- Cronbach's alpha
- An index of internal consistency reliability among scale items; values of .70 or higher are generally considered acceptable for research purposes.
- Internal validity threats
- Factors other than the intervention that could explain results, including selection, history, maturation, testing, instrumentation, and regression to the mean.