Lecture 4 Flashcards
Perception
A process by which individuals orgamize a interpret their sensory impressions in order to give meaning to their environment
Attribution Theory: Judging others
Our perception and judgement of other is significantly influenced by our assumption of the other person’s internal state.
Fundamental Attribution Error
-Tendency to understumate the influence of the external factor and overestimate heinfluence of the internal factors, when making judgements about the behaviour of others.
We blame peopl first, not the situation.
Self-Serving bias
The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors
Its our succes but their failure
Halo effect
Drawing a general impression about an individual on the basis of a single (central) characteristics
Selective Perception
People selectively interpret what they see on the basis of their interest, background, experience, and attitudes
Employment Interview
- Perceptual biases of raters affect the accuracy of interviewers’ judgments of applicants
- Formed in a single glance- 1/10 of a second
Performance expectations
-Self-fulfilling prophecy (Pygmalion effect): The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities
Performance evaluations
- Appraisals are often the subjective (judgmental) perceptions of appraisers of another employee’s job performance
- Critical impact on employees
Different ways to make decision
- Rational Analysis
- Bounded rationality/Heuristics
- Intuition
Rational analysis
1 Define the problem
2 Identify decisions criteria
3 weight the criteria
4 Generate alternatives
5 Rate each alternative on each criterion
6 Compute the optimal decision, and select it
Bounded rtionality
- People want to be rational but their analytic ability and time is constrained
- Bounded rationality involves taking cognitive shortcuts to make quasi rational decisions
Organizational Constraints
-Performance evaluation
Managerial evaluation criteria pre-determined
-Reward Systems
Managers will make the decision with the greatest personal payoff for them
-Formal Regulations
Limit the alternative choices of decision makers
-System-imposed time constraints
Restict ability to gather or evaluate info
-Historical Precendents
Past decisions influence current decisions
When to use Intuition
- Plenty of experience and knowledge (domain-knowledge)
- Ill-sructured, complex decisions
- Information Overload
Three “Meta-biases” that result in decision biases
1 Availability shortcut
we dont want to think too hard
Tendency to bade judgments on the info that is readily available leads to over or underestimation
2 Self-enhancement
We want to feel good about ourselves
3 Illusion of control
Belief that the world could be understoon, predicted, and controlled to a greater degree than its actually can.
Anchoring/Prmacy bias
The tendency to fixate on initial info and fail to adequately adjust to subsequent info
conformation bias
The tendency to search, interpret, and remember info in a way that confirms preconceptions
This also results in us being more skeptical of the info that disconfirms our initial opion
Escalation of commitment
a.k.a the sunk cost fallacy
The phenomenon where people justify increased investment in a decision, based on the cumulative prior investment, despite new evidence suggesting that the decision was probably wrong. (throwing good money after bad)
Greater escalation occurs when prior decisions were public
egocentric accounting
Occurs when people claim more responsibility for themselves for the result of a joint action tha am outside observer would credit them
This bias occurs at work and at homw
Better-than-average effect
It describes the tendency for peope to evauate themseves as ‘better than average’ on desirable skills, characteristics or behaviours
Lower self esteem
Lower self esteem = More accurate self appraisal
People who have low selfesteem are generally accurate in assesing their competencies relative to others
The rest of us have inflated self images!
Illusory correlations
Seeing the relationsip one expects in a set of data even when no such relationships exists
Blame the victim effect
Holding the victims of a crime, an accident, or any type of abusive maltreatment to be entirely or partially responsible for the unfortunate incident