Ch. 6 Flashcards
Person Perception
The perceptions people form about each other
Perception
How people organize & interpret their sensory impressions to give meaning to their environment
• Important to behavior
Attribution Theory
Determining whether an person’s behavior is internally or externally caused
What 3 factors does Attribution Theory depend on?
- ) Distinctiveness
- ) Consensus
- ) Consistency
What are 3 factors that influence perception?
- ) Perceiver
- ) Object/ Situation
- ) Target
Fundamental Attribution Error
Blaming others’ behavior more on internal factors than external factors
Self-Serving Bias
Attributing your successes to internal factors and failures to external factors
Selective Perception
Selectively interpreting what one perceives based on one’s own interests, background, experience, & attitudes
Halo Effect
Drawing a general impression about a person based on a single characteristic
Contrast Effect
Comparing a person’s characteristics to people recently encountered
Stereotyping
Judging someone based on your perception of the group to which that person belongs
Self-Fulfilling Prophecy
People’s expectations determine their behavior.
Decisions
Choices made from two or more alternatives
Problem
A discrepancy between the current state of affairs and the desired state
Rational
Making consistent, value-maximizing choices within specified constraints
Rational Decision-Making Model (def.)
Describes how people should behave to maximize an outcome; not very realistic because people aren’t rational
What are the 6 steps of the Rational Decision-Making Model?
- ) DEFINE the problem
- ) Identify the decision CRITERIA
- ) Allocate WEIGHTS to the criteria
- ) DEVELOP the alternatives
- ) EVALUATE the alternatives
- ) SELECT the best alternative
Bounded Rationality
People respond to complex problems by reducing it to a level that’s more easily understood.
• People Satisfice.
Intuition
An unconscious process created out of distilled experience
Anchoring Bias
Fixating on initial information and failing to adjust for subsequent information
Overconfidence Bias
People whose intellectual & interpersonal abilities are weakest are most likely to overestimate their performance & ability.
Confirmation Bias
Seeking out information that reaffirms past choices/judgements and discounting information that contradicts them
Availability Bias
Basing judgements on information that’s readily available
Escalation of Commitment
Sticking to a previous decision even if clear evidence says it’s wrong
Randomness Error
Believing you can predict outcomes of random events
Risk Aversion
Preferring the safer outcome, even if the riskier outcome has a higher payoff
Hindsight Bias
Believing falsely, after the outcome is known, that you would’ve accurately predicted that outcome
Rumination
Reflecting at length; analyzing the past, present, & future
• Women do it more then men.
Utilitarianism
Decisions are made solely on the basis of their outcomes or consequences.
Focus on Rights
Making decisions consistent with fundamental liberties & privileges in documents such as the Bill of Rights
Whistle-Blowers
People who report unethical practices by their employer to outsiders
Behavioral Ethics
How people behave when confronted with ethical dilemmas
Creativity
The ability to produce novel & useful ideas
3-Stage Model of Creativity
- ) Causes- predictors of creative behavior
- ) Creative Behavior
- ) Creative Outcomes
What are the 4 steps of Creative Behavior?
- ) PROBLEM formulation
- ) INFORMATION gathering
- ) Idea GENERATION
- ) Idea EVALUATION
What 3 characteristics do creative people tend to have?
- ) Intelligence
- ) Openness to experience
- ) Expertise
What 5 environmental factors increase creativity?
- ) MOTIVATION
- ) WORK PLACES that reward and recognize creative work
- ) COUNTRIES that score high on individuality
- ) Good LEADERSHIP
- ) DIVERSE TEAMS can under certain conditions
Creative Outcomes
Ideas or solutions judged to be novel & useful by relevant stakeholders
