Class 6 - Decision-Making and Emotions Posting Flashcards
Improving Reward Effectiveness
- Link reward to performance
- Ensure rewards are relevant and valued
- Team rewards for interdependent jobs
- Beware of unintended consequences
- Make things fair (org justice and the components)
Habit and Identity
identity based: easier to keep, harder to break, habits become identity based through time through repetition
Decision making
The process of developing a commitment to some course of action/choice
Choice
Process
Commitment
The process of problem solving
Problem = gap between a current state and desired state
Rational Decision Making
How decisions “Should” be made
Consistent, value-maximizing choices
Problems with the 6-step Rational Thinking Method
- Lack of problem clarity
- Known options
- Clear preferences
- Constant preferences: problematic as they tend to change over time
- No time or cost constraints
- Max payoff
Actual Decision Making
Bounded rationality
Satisficing
Intuition
Judgement shortcuts
Bounded rationality
limitation on person’s ability to interpet, process and act on info
That could include: political, resource, satisficing, intuition, cognitive biases, emotions
Satisficing
identifying a solution isn’t good enough
first acceptable one NOT the optimal one
Intuition
Not rational but often not wrong
Quick decisions, distilled from experience
NOT guessing
Judgement Shortcuts
cognitive biases
dunning-kruger effect
sunk cost
prospect theory
framing
Cognitive Biases
perception vs reality
Dunning-Kruger Effect
low ability individuals think they are better than they are
need a certain level of expertise to then know how truly bad you are at something (at a level where you recognize you’re bad)
Sunk Costs
Pattern of behavior, continue to rationalize into an existing cost that gives out increasingly negative outcomes
Prospect Theory
Positive outcome: prefer a sure thing over a risk
Negative outcome: take a chance to prevent negative outcome
Framing
- about something is communicated in terms of gains earned (positive framing) or loss inferred (negative framing)
- informs how comfortable risk seeking/avoiding we are, whether we are willing to take a chance
Positive framing
Negative framing
Ethics
Broadly applied social standards for what is right or wrong in a particular situation, or a process for setting those standards
socially constructed, many situations are ethically grey
Moral Disengagement
Behave unethically without experiencing cognitive distress
8 types of Moral Disagreement
- Moral Justification: reframe as ethical
- Euphemistic labelling: sanitized with language -> appears benign
- Advantageous comparison: take a more difficult situation to compare to show “advantage”
- Displacement of responsibility: the attribution responsibility for one’s actions to authority figures who may have tacitly condoned or explicitly directed behaviour
- Diffusion of responsibility: disperse it AMONG A GROUP, in a social setting
- Distortion of consequences: minimizing the seriousness of the consequence “it’s not that bad”
- Dehumanization: framing victim as undeserving of essential human consideration
- Attribution of blame: blaming victims
Emotions
Short term, rapid changing, intense, discrete (targeted at something)
Mood
Medium-term, lasting, less extreme, not tied to a specific incident
Trait affect
Long-term, stable, general lens, PERSONALITY TRAIT
2 Affective traits
Positive affectivity: positive emotions, sees the world in a positive light
Negative affectivity: vice versa
Affective Traits at work
(+) : higher job satisfaction and performance, creativity, engage in more
Organizational citizenship behaviours (OCBs)
(-): vice versa, more CWB’s counterproductive work behavior
Affective Events Theory
Work Environment -> Work Events -> Personal Dispositions -> Emotional Reactions -> Job Satisfaction/ Performance
Emotional Intelligence
Recognition: others and self emotions, how authentic they are.
- High on recognition - able to pinpoint/ identify discrete emotions they are feeling
Understanding: to understand why they are feeling those emotions
Regulation: high on this regulation – can change emotions by strategies in situations
EQ vs IQ
Cognitive Intelligence (IQ): best for tracking performance, not for predicting OCB, WCB
Emotional Intelligence (EI): predicts interpersonal relationships, emotional labour needed for job performance, better leadership and team performance. Above and beyond cognitive ability
EQ issues
- vague concept
- difficult to measure
- research has overstated findings
Emotional Labor
effort, planning and control needed to express ORGANIZATIONALLY DESIRED EMOTIONS during interpersonal transactions that abide by display rules of the org.
Emotional Regulation Strategies
Deep acting: changing true emotion to match required emotion, eliminates emotional dissonance
Surface acting: pretend to have emotions without actually changing underlying emotion
