Transcript Document
Perception • A process by which individuals organized and interpret their sensory impressions in order to give meaning to their environment. Attribution theory • When individuals observe behavior , they attempt to determine whether it is internally or externally caused. Fundamental attribution error • The tendency to underestimate the influence of external factors and overstimate the influence of internal factors when making judgments about the behavior of others. • Self-serving • The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures one external factors. Selective perception • People selectively interpret what they see on the basis of their interests, background, experience, and attitudes. Contrast effects • Evaluations of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics. Projection • Attributing one’s own characteristics to other people. Stereotyping • Judging someone on the basis of one’s perception of the group to which that persons belongs. Self-fulfilling prophecy • When one person inaccurately perceives a second person and the resulting expectations cause the second person to behave in ways consistent with original perception. Whistle-blowers • Individuals who report unethical practices by their employer to outsiders. • Decisions • The choices made from among two or more alternatives • Problem • A discrepancy between some current state of affairs and some desired states. Rational • Refers to choices that are consistent and value maximizing • Rational decision making model • A decision-making model that describbes how individuals should behave in order tto maximize some outcomes. Creativity • The ability to produce novel and useful ideas. Three-component model of creativity • Proposes that individual creativity requires expertise, creative-thinking skills, and intrinsic task motivation. Bonded rationality • Individuals make decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity. Intuitive decision making • An unconscious process created out of distilled experience. Heuristics • Judgmental shortcusts in decision making. Availability heuristic • The tendency for people to base their judgments on information that is readily available to them. Representative heuristic • Assessing the likelihood of an occurrence b drawing analogies and seeing identical situations in which they don’t exist. • Utilitarianism • Decisions are made so as to provide the greatest good for the greatest number. Escalation of commitment • An increased commitment to a previous decision in spite of negative information • Firs,t analyze the situation • Second be aware of biases • Third combine retinal analysis with intuition • Fourth don’t assume that your specific decision style is appropriate for every fectiveness