MICRO Flashcards
what is perception?
process of organising and using our sensory data to give order and meaning to our environment.
What is theory of mind?
Using our own conception of how other people think and how it influences their behaviour to influence our own thoughts, judgments, and behaviour. Affected by our experience and culture growing up.
dunning kruger effect
when a person’s lack of skills or expertise in a certain area causes them to overestimate their competence. more prone to men (due to overconfidence) than women
what is attribution theory
how individuals perceive the information they receive, interpret events, and how these form causal judgments.
fundamental attribution error
attributing someone else’s mistakes to their personality while out own’s to external factors
(e.g. when someone spills a cup: they are stupid; when we spill a cup: slippery)
self-serving bias
when things are going well for us, we think it’s because of our positive attributes, but when things aren’t going well for us, we think it’s because of external factors
cognitive biases:
- stereotyping - assigning traits based on their membership of a social category
- confirmation bias: we only search for signs to confirm our assumptions and suit out desired course of action
- halo effect: if someone is good/bad at something, they are good/bad at everything
- anchoring: the tendency to use the first piece of information we come across as the comparison for subsequent experiences
- escalation of commitment: increased commitment to a previous decision, even if mounting evidence suggests otherwise
- availability: the tendency to use the first piece of information we come across as the comparison for subsequent experiences
non-decision making: relying on taken-for-granted conventions to make the decision fo rus
Herbert-simon bounded rationality
the more information we obtain, the better the decision. however, too much data can actually make our decision less effective.
team effectiveness model
- organisation and team environment –> how the outside affects the inside
- rewards, communication, structure, leadership and physical space - team design –> arrangement of teams based on size, composition, task characteristics
- team states –> behaviours that exist and are shared among members
- examples are the norms, cohesion, efficacy and trust - team process –> interactions that occur between members
- task work (individuals completing their own tasks to reach team goals) and boundary spanning (interactions between the team and the external environment) - Team effectiveness –> the extent to which a team can accomplish a task, satisfy member’s needs and maintain team survival
Barry’s distributed leadership model (EOSS)
envisioning leadership: makin vision and purpose for the team
Organising leadership: organising structure, deadlines, etc
spanning leadership: gathering info, networking, dealing with external people
social leadership: negotiation, conflict resolution, etc.
problems with teamwork
- groupthink - when a group makes a decision without much critical reasoning/evaluation of the consequences/alternatives
- social loafing - when someone puts in less effort when in a group than if they were doing it individually
- free riding - not doing anything
2 components that make up the behavioural component
emotional component –> positive or negative feelings towards something
informational component –> judgments about the external factor based on our values
maslow’s hierarchy of needs
from bottom to top:
- physiological
- safety
- love/belonging
- esteem
- self-actualisation
McClelland’s acquired needs model
Needs vary in terms of:
1. achievement
2. affiliation
3. power
expectancy theory
the reward if the factor of motivation
