Baldwin Ch. 5 (Problem Solving) + Ch. 9 (Conflict & Negotiation) Flashcards
Mental models
prevailing assumptions, beliefs, and values that sustain current systems.
These habits of thought enable us to ignore valid data, despite the fact that those data are essential to solving the problem.
Bounded Rationality
Limiting decision making to simplified solutions that do not represent the full complexity of the problem
Satisficing
Settling for the first alternative that meets some minimum level of acceptability
bounded rationality leads to this
PADIL
Problem (understand the issue)
Alternatives (Generate possible solutions)
Decide (identify the best solution)
Implement
Learn (assess effectiveness)
System
perceived whole whose elements hang together because they continually affect each other over time and operate toward a common purpose. (e.g., human body)
Systemic Structure
pattern of interrelationships among system components that sustains behaviour
Brainwriting
Technique used to generate solutions to a problem; it allows participants time to generate ideas on their own, record them, and then share them with the group.
Deciding on a Solution
- Alternatives tables
- Weighted Ranking
Equifinality
condition in which different conditions lead to similar effects.
sometimes the best way to solve a problem is to select ANY of your final solutions.
Fundamental Attribution Error
Tendency of a decision maker to underestimate or largely ignore external factors and overestimate internal factors
Self-Serving Bias
tendency of an individual to attribute favourable outcomes to his or her internal factors and failures to his or her external factors
e.g., If you got an A on an exam, you’ll attribute this success to your hard work. If you fail, you’ll blame tricky questions or bad professor.
Self-serving bias helps us maintain a comfortable, positive image about ourselves. Unfortunately, that image is often built on false information.
6 Ways People Exercise Poor Judgment Without Knowing It
1) Availability Bias
2) Representative Bias
3) Anchoring & Adjustment Bias
4) Confirmation Bias
5) Overconfidence Bias
6) Escalation of Commitment
Availability Bias
we are more likely to interpret readily available information as being more important or as occurring more frequently
Representative Bias
leads us to pay more attention to descriptors WE believe are representative of people or situations than to the key base information that leads to the better choice
Hasty Generalization Fallacy
Tendency to draw an inappropriate general conclusion from a single specific case
e.g., someone argues against a motorcycle helmet legislation because he has ridden for 25 years without a helmet and has never been hurt.
Anchoring and Adjustment Bias
Tendency to use a number or value as a starting point and then adjusting future judgments based on the initial value
Escalation of Commitment
Phenomenon whereby people increase their investment (time, money, resources) in a decision despite new evidence suggesting that the decision was probably wrong, because they have already “committed”.
Types of Difficult Negotiators
1) Aggressive - makes nasty remarks
2) Long Pauser
3) Mocker - mocks other party’s proposal
4) Interrogator - always challenges and contests
5) Sheep’s Clothing - appears to be reasonable while making impossible demands
6) Divide-and-conquer - tries to create internal conflict within the team
7) Dummy - lurs opponent into false sense of superiority
Win-lose negotiation
Negotiation approach in which an individual seeks to win, and one will inevitable lose.
Win-Win Negotiation
cooperative problem solving, focus on common interests
The Mediation Process
1) Stabilize the Setting
2) Help the Parties Communicate
3) Help the Parties Negotiate
4) Clarify the Agreement
Task Conflict (Good Conflict)
about the ways to address tasks, ideas, and issues. not related to people’s evaluations of others’ character
Good conflict because the negotiation could result in new ideas and create greater efficiency and accuracy.
Relationship Conflict (Bad Conflict)
personalized and highly threatening to personal relationship, team functioning, problem solving.
Conflict Sources
- Informational (elephant example, about the information you have)
- Role (2 positions conflict against each other regularly)
- Personal (clashing personalities)
- Environmental (Jessie and Peyton, scarcity)
- Perceptual (interpretations)
