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Peoples behavior is Peoples behavior is based on their based on their perception of what perception of what reality is, not on reality is, not on reality itself. reality itself. The world as it is The world as it is perceived is the world perceived is the world that is behaviorally that is behaviorally important. important.
Perception
Factors in the Target Novelty Motion Sounds Size Background Proximity Similarity
Perpetual throughputs
Characteristics /Stimuli/Inputs
Behavior
Organization
Characteristics of situation
Characteristics of perceiver
Attribution Theory
E X H I B I T 52
Employment Interview Perceptual biases of raters affect the accuracy of interviewers judgments of applicants. Performance Expectations Self-fulfilling prophecy: The lower or higher performance of employees reflects preconceived leader expectations about employee capabilities. Ethnic Profiling A form of stereotyping in which a group of individuals is singled outtypically on the basis of race or ethnicityfor intensive inquiry, scrutinizing, or investigation.
Performance Evaluations Appraisals are often the subjective (judgmental) perceptions of appraisers of another employees job performance. Employee Effort Assessment of individual effort is a subjective judgment subject to perceptual distortion and bias.
Problem A perceived discrepancy between the current state of affairs and a desired state. Decisions Choices made from among alternatives developed from data perceived as relevant.
Outcomes
Rational DecisionMaking Model Describes how individuals should behave in order to maximize some outcome.
Model Assumptions Model Assumptions Problem clarity Problem clarity Known options Known options Clear preferences Clear preferences
Constant Constant preferences preferences No time or cost No time or cost constraints constraints Maximum payoff Maximum payoff
1. Define the problem. 2. Identify the decision criteria. 3. Allocate weights to the criteria. 4. Develop the alternatives. 5. Evaluate the alternatives. 6. Select the best alternative.
Overconfidence Bias Believing too much in our own decision competencies. Anchoring Bias Fixating on early, first received information. Confirmation Bias Using only the facts that support our decision. Availability Bias Using information that is most readily at hand. Representative Bias Assessing the likelihood of an occurrence by trying to match it with a preexisting category.
Escalation of Commitment Increasing commitment to a previous decision in spite of negative information. Randomness Error Trying to create meaning out of random events by falling prey to a false sense of control or superstitions. Hindsight Bias Falsely believing to have accurately predicted the outcome of an event, after that outcome is actually known.
Focus on goals. Clear goals make decision making easier and help to eliminate options inconsistent with your interests. Look for information that disconfirms beliefs. Overtly considering ways we could be wrong challenges our tendencies to think were smarter than we actually are. Dont try to create meaning out of random events. Dont attempt to create meaning out of coincidence.
Increase your options. The number and diversity of alternatives generated increases the chance of finding an outstanding one.
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