Chapter 5

1. Chapter 5 Perception and Individual Decision Making

2. Learning Objectives Define perception and explain the factors that influence it. Explain attribution theory and list the three determinants of attribution. Identify the shortcuts of individuals use in making judgments about others. Explain the link between perception and decision making. Apply the rationale model of decision making and contrast it with bounded rationality and intuition. List and explain the common decision biases and errors. Explain how individuals differences and organizational constraints affect decision making. Contrast the three ethical decision criteria. Define creativity and discuss the three component model of creativity.

3. What is Perception? Perception A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment People’s behavior is based on their perception of what reality is, not on reality itself The world as it is perceived is the world that is behaviorally important Factors Influence Perception Factors in the perceiver Attitudes – Motives –Interests – Experience - Expectations Factors in the situation Time – Work setting – Social setting Perception Factors in the target Novelty – Motion – Sounds – Size – Background – Proximity - Similarity

4. Observation of Behavior Internal or External causes Person Perception: Making Judgments About Others Attribution Theory An attempt to determine whether an individual’s behavior is internally or externally caused The Attribution Process Observation Interpretation Attribution of Cause Distinctiveness(High or Low) Consensus(High or Low) Consistency(High or Low)

5. Person Perception: Making Judgments About Others Errors and Biases in Attributions Fundamental Attribution Error The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others We blame people 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 It is “our” success but “their” failure

6. Person Perception: Making Judgments About Others Frequently Used Shortcuts in Judging Others Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes Halo Effect Drawing a general impression about an individual on the basis of a single characteristic Contrast Effects Evaluation of a person’s characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics Stereotyping Judging someone on the basis of one’s perception of the group to which that person belongs – a prevalent and often useful, if not always accurate, generalization Profiling A form of stereotyping in which members of a group are singled out for intense scrutiny based on a single, often racial, trait

7. Person Perception: Making Judgments About Others Specific Applications of Shortcuts in Organizations Employment Interviews 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.

8. The Link Between Perception and Individual Decision Making Problem A perceived discrepancy between the current state of affairs and a desired state Decision Choices made from among alternatives developed from data Perception Linkage All elements of problem identification and the decision making process are influenced by perception Problems must be recognized - Data must be selected and evaluated

9. Decision Making in Organizations Decision Making Approaches Rational Decision-Making The “perfect world” model: assumes complete information, all options known, and maximum payoff Six-step decision-making process Bounded Reality The “real world” model: seeks satisfactory and sufficient solutions from limited data and alternatives Intuition A non-conscious process created from distilled experience that results in quick decisions Relies on holistic associations - Affectively charged “engaging the emotions”

10. Decision Making in Organizations Common Biases and Errors in Decision Making Overconfidence Bias Believing too much in our own ability to make good decisions – especially when outside of own expertise Anchoring Bias Using early, first received information as the basis for making subsequent judgments Confirmation Bias Selecting and using only facts that support our decision Availability Bias Emphasizing information that is most readily at hand (Recent – Vivid)

11. Decision Making in Organizations Common Biases and Errors in Decision Making Escalation of Commitment Increasing commitment to a decision in spite of evidence that it is wrong – especially if responsible for the decision! Randomness Error Creating meaning out of random events - superstitions Winner’s Curse • Highest bidder pays too much due to value overestimation • Likelihood increases with the number of people in auction Hindsight Bias After an outcome is already known, believing it could have been accurately predicted beforehand

12. Decision Making in Organizations Individual Differences Personality Conscientiousness may effect escalation of commitment Achievement strivers are likely to increase commitment Dutiful people are less likely to have this bias High self-esteem people are susceptible to self-serving bias Gender Women analyze decisions more than men – rumination Women are twice as likely to develop depression

13. Decision Making in Organizations Organizational Constraints Performance Evaluation Reward Systems Formal Regulations System Imposed Time Constraints Historical Precedents

14. What About Ethics in Decision Making? Three Ethical Decision Criteria Utilitarianism Decisions made based solely on the outcome Promotes efficiency and productivity Can ignore individual rights, especially minorities Rights Decisions consistent with fundamental liberties and privileges Protects individuals from harm, preserves rights Creates an overly legalistic work environment Justice Imposing and enforcing rules fairly and impartially Protects the interests of weaker members Encourages a sense of entitlement

15. What About Ethics in Decision Making? Improving Creativity in Decision Making Creativity The ability to produce novel and useful ideas Creativity Potential Those who score high in openness to experience, intelligent, independent, self-confident, risk-taking, have an internal locus-of-control, tolerant of ambiguity, low need for structure, and who persevere in the face of frustration

16. What About Ethics in Decision Making? Improving Creativity in Decision Making • Expertise • This is the foundation • Creative-Thinking Skills • The personality characteristics associated with creativity • Intrinsic Task Motivation • The desire to do the job because of its characteristics

17. Global Implications Attributions There are cultural differences Decision-Making No research on the topic Ethics No global ethical standards exist