quizzes

Question 1

T/F:
Compared to other hiring practices, a well designed personality test is good at predicting whether someone will be a strong performer in their job

Answer 1

False
“Compared to other hiring selection practices, personality assessments are among the least effective in predicting job performance”

Question 2

T/F:

Research shows that faking has a major impact on the use of personality testing for hiring

Answer 2

False
One criticism of self-report personality assessments is that job applicants will provide responses that they think the employer wants. In other words, applicants can fake the answers. But research shows they usually don’t—and even when they do, it doesn’t affect the ranking of the top applicants in a significant way, Ones says.

Question 3

T/F:
In selecting a personality assessment, one common mistake employers make is failing to focus on what they are trying to achieve. Some choose an assessment based on what other organizations are using rather than on their own company’s goals

Answer 3

True

Question 4

T/F:

Employers can be held liable if the personality tests they use inadvertently discriminate against protected groups

Answer 4

True
Employers also can be held liable if the tests they use inadvertently exclude groups protected under Title VII of the Civil Rights Act of 1964.

Question 5

Which of the following personality tests would be best to use in the hiring process:

• Five Factor Model
• Meyers Briggs Type Indicator

Answer 5

Five Factor Model
One of the best-known personality assessments, the Myers-Briggs Type Indicator, isn’t intended to be used in the hiring process at all, according to the publisher of the test.

Question 6

T/F:
One method of shifting decision makers from System 1 thinking to System 2 thinking involves taking an outsider’s perspective.

Answer 6

True

Question 7

T/F:

System 2 thinking always leads to superior decision making when compared to System 1 thinking.

Answer 7

False

Question 8

T/F:

System 2 refers to our intuitive system, which is typically fast, automatic, effortless, implicit, and emotional.

Answer 8

False

Question 9

T/F:
One strategy to overcome biases involves changing the environment so that System 1 thinking provides better results, rather than trying to change from System 1 to System 2.

Answer 9

True

Question 10

T/F:
“Consider the Opposite” should not be used to promote System 2 thinking as it can often lead to biases such as: overconfidence, the hindsight bias, and anchoring.

Answer 10

False

Question 11

T/F:

The three core aspects of work that you may change through job crafting are tasks, relationships, and the environment.

Answer 11

False

Tasks, relationships, and perceptions

Question 12

T/F:

Dr Thompson suggests that when you find your calling, work will be bliss.

Answer 12

False

Question 13

T/F:

Job crafting involves visualizing your job, mapping its elements, and reorganizing them to better suit you.

Answer 13

True

Question 14

T/F:
Richard St. John suggests that you should spend at least 80% of the time doing things you love about your job, and 20% of the time doing thinks you dislike about your job, or you might be in the wrong job.

Answer 14

True

Question 15

T/F:

For 81% of 18-25 year olds, their #1 life goal is to recreate as much as possible.

Answer 15

False

Question 16

T/F:

The principles of persuasion are best applied in isolation so that others don’t begin to mistrust your motives.

Answer 16

False

Question 17

T/F:

The 6 principles of persuasion are: liking, reciprocity, social proof, consistency, authority, and scarcity.

Answer 17

True

Question 18

T/F:

The principle of consistency suggests that people have consistent preferences that shape their choices.

Answer 18

False

Question 19

T/F:

The principle of social proof stipulates that influence is often best exerted vertically rather than horizontally.

Answer 19

False

Question 20

T/F:

The principle of authority suggests that people often defer to experts when looking for answers.

Answer 20

True

Question 21

T/F:
You should start a negotiation off with the most important issue and then work your way sequentially to less important issues.

Answer 21

False

Question 22

T/F:

Unrealistic demands should usually be ignored in a negotiation.

Answer 22

False

Question 23

T/F:
After being rejected, an investigative negotiator should immediately ask, “What would it have taken for us to reach agreement?”

Answer 23

True

Question 24

T/F:

You should rarely cooperate with competitors because they will likely take advantage of you

Answer 24

False

Question 25

T/F:
Investigative negotiation involves learning as much as possible about the situation and the people involved in the negotiation.

Answer 25

True

Question 26

Decision Traps:

Self Enhancement

Answer 26

the tendency to overestimate
our performance and
capabilities and see
ourselves in a more positive
light than others see us.

Question 27

Decision Traps:

Stereotypes and self-fulfilling prophecy

Answer 27

generalizations
based on
group characteristics

treating someone differently based on a social peception, causing them to act differently and become different

Question 28

Decision Traps:

Attribution

Answer 28

The causal explanation we give

for an observed behavior

Question 29

Decision Traps:

Self-Serving Bias

Answer 29

Tendency to
attribute OWN
success to internal
factors and to
blame failures on
external factors.

Question 30

Decision Traps:

Fundamental Attribution Error

Answer 30

Tendency to attribute
OTHER peoples’
behavior to internal or
dispositional causes and
to downplay situational
causes.

Question 31

Decision Traps:

Availability Heuristic

Answer 31

Tendency to perceive the
frequency or likelihood of an
event by the ease with which
relevant instances come to
mind.
• Ease of recall
• Retrievability
• Presumed associations

Question 32

Decision Traps:

Regression to the Mean

Answer 32

• Midterm grade =?= Grade on final
• The Sports Illustrated Jinx
team struggles –> fires coach –> team does better

team struggles –> team does better

Question 33

Decision Traps:

Anchoring & Adjustment

Answer 33

• Tendency to rely too heavily on an
initial piece of information.
• Occurs even when the value
is meaningless

Question 34

Decision Traps:

Framing Effects

Answer 34

The tendency of
decision makers to be
influenced by the way
that a situation or
problem is presented

Question 35

Evaluation Traps:

Confirmation Bias

Answer 35

Tendency to notice and search for information
that confirms one’s decision (and to ignore
information that disconfirms one’s decision).

Question 36

Evaluation Traps:

Hindsight Bias

Answer 36

The inclination to see events that have
occurred as more predictable than they in
fact were before they took place.

Question 37

Evaluation Traps:

Escalation of Commitment

Answer 37

a.k.a. psychology of entrapment, sunk-cost effect,
“too-much-invested-to-quit” syndrome
• Tendency for individuals & organizations to
persist in a failing course of action

Examples
~ R&D projects
~ Relationships!

Question 38

What can we do about decision and evaluation traps?

Answer 38

• Regression Analysis
• Take an outsider’s perspective (or ask an outsider,
future CEO)
• Consider the opposite (i.e., devil’s advocate, worst case
scenario)
• Get input from the group
• Undermine the cognitive mechanism (e.g., self-serving
bias: have people evaluate the contributions of others)
• Design so System 1 thinking will lead to good results.
~ i.e., what is the default option?

Question 39

Rational Decision Making

Answer 39

For truly rational decision
making, one must:
• Know goal/problem
• Clear preferences &
values
• Know all options
• Predict which
alternative maximizes
outcome

Question 40

Bounded Rational Decision Making

Answer 40

• Choose "good enough"
rather than maximizing
outcome (Satisfice)
• Assumes bounded
rationality
~ Imperfect information
~ Cognitive limits

Question 41

Performance =

Answer 41

Motivation * Ability * Environment