Chapter 9 - Learning and Decision Making Flashcards
Learning
relatively permanent change in one’s knowledge/skills that result from experience - impacts decision making
tacit knowledge
learned through experience
explicit knowledge
easily communicated to everyone
operant conditioning
reinforcement
learn by observing the link between our voluntary behaviour and the consequences that follow
- antecedent: conditiona that precedes behaviour
- behaviour: action performed by employee
- consequence: results after behaviour
types of reinforcement
positive, negative, punishment, extinction
extnction: remove positive outcome following an unwanted behaviour
schedules of reinforcement
continous, fixed interval, variable interval, fixed ratio, variable ratio
learning through:
observation
social identity theory
behavioural modelling
socail identity theory
theory that argues that people in organizations learn by observing others
behavioural modeling
repeating the actions we see in others
process of learning
attentional processes to retention processes to production processes to reinforcement
learning goal orientation
learning orientation, performance prove orientation, performance avoid orientation
learning orientation: when building competence is deemend more important than an employee demonstrating competence
per-prove: when employees demonstrate their competence so others think favourably of them
perf-avoid: when employees focus on demonstrating competene so others dont think less of them
decision making
process of generating/choosing from a set of alternative to solve a problem
just bc a decision is made does not mean it is right
- psychological biases and chaotic processes prevent optimal decision making
decision making pitfalls
projection bias, steretype, availability, anchoring, framing, confirmation, representative, contrast effect, commitment escalation
availability bias
letting our decisions weigh more on info that is easier to recall
anchoring bias
letting our attention focus on a single piece of info
framing bias
changing how we think about a decision depending on how the problem was framed
confirmation bias
looking for things that only confirm our perceptions
representative bias
assessing likelihood by comparing it to similar events
contrast effect
evaluating something incorrectly based on a reference that is near them
commitment escalation
continuing despite a failed course of action
fundamental attribution error
faulty attributions
judge others based on internal/external factors
self serving bias
attribute own failtures to external factors, successes to internal factors
fundamental attribution error
consensus, distinctiveness, consistency
consensus
do others behave the same way under same circumstances
if high, external factors, if low, internal factors
distinctiveness
if the person being judged acts similarly in different circumstances
high, external factors, low, internal factors
consistency
whether the person has behaved this way in similar circunstance
if high, internal factors, if low, external factors
