Chapter 6: Perception Flashcards
Is a process by which individual organize and interpret sensory impressions in order to give meaning to their environment.
Perception
The perceptions people form about each other.
Person Perception
Tries to explain the way we judge people differently, depending on the meaning we attribute to a behavior.
Attribution Theory
Determination depends largely on three factors:
Distinctiveness
Consensus
Consistency
(Blank) caused behaviors are those an observer believes to be under the personal control of another individual.
Internally
(Blank) cause behavior is what we imagine the situation forced the individual to do.
Externally
Refers to whether an individual displays different behaviors in different situations
Distinctiveness
If everyone who faces a similar situation responds in the same way, the behavior shows…
Consensus
Occurs when individuals overestimate their own (internal) influence on successes and overestimate the external influences on their failures
Self-Serving Bias
A perceptual filtering process based on interests, background, and attitude
Selective Perception
Drawing a general impression based on a single characteristic
Halo Effect
Our reaction is influenced by others we have recently encountered (the context of the observation)
Contrast Effects
Judging someone on the basis of the perception of the group to which they belong
Stereotyping
We deal with an unmanageable number of stimuli form our complex world by using…
Heuristics or Stereotypes
Choices from among two or more choices.
Decisions
That is, a discrepancy exists between the current state of affairs and some desired state, requiring us to consider alternative courses of action.
Problem
The model assumes that the decision maker has complete information, is able to identify all the relevant options in an unbiased manner, and chooses the option with the highest utility.
Rational Decision-Making
We construct simplified models that extract the essential features from problems without capturing all their complexity.
Bounded Rationality
Does the person respond the same way over time
Consistency
Tendency to underestimate the influence of external factors and overestimate that of internal factors
Fundamental Attribution Error
A non-conscious process created out of distilled experience.
Intuitive Decision Making
As managers and employees become more knowledgeable about an issue, the less likely they are to display overconfidence.
Overconfidence Bias
A tendency to fixate on initial information and fail to adequately adjust for subsequent information.
Anchoring Bias
Seeking out information that reaffirms our past choices and discounting information that contradicts past judgments.
Confirmation Bias
Basing judgments on information that is readily available
Availability Bias
Staying with a decision even when there is clear evidence that it is wrong.
Escalation of Commitment
Preferring a sure thing over a risky outcome
Risk Aversion
Believing falsely that we could have predicted the outcome of an event after that outcome is already known
Hindsight Bias
Organizational Constraints
on Decision Making
Performance evaluations Reward systems Formal regulations System-imposed time constraints Historical precedents
Provide the greatest good for the greatest number
Utilitarianism
Make decisions consistent with fundamental liberties and privileges
Rights
Impose and enforce rules fairly and impartially so that there is equal distribution of benefits and costs
Justice
The ability to produce novel and useful ideas
Creativity
Identify a problem or opportunity that requires a solution as yet unknown
Problem Formulation
Possible solutions incubate in an individual’s mind
Information Gathering
Develop possible solutions from relevant information and knowledge
Idea Generation
Evaluate potential solutions and identify the best one
Idea Evaluation
Ideas or solutions judged to be novel and useful by relevant stakeholders
Creative Outcomes
