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ORGANIZATIONAL BEHAVIOR, No deal, Aspiration range - Coggle Diagram

- - - - Can be good for low-risk urgent decisions
      - Terrible for high risk decisions
    - - Assign Devil's Advocate role
      - Consult outside expert
      - Examine all alternatives
      - Encourage Diversity #
    - - Illusion of unanimity
      - Self-censorship
      - Pressure #
      - Invulnerabilty
- - - - Affective(employees want to stay)
        
        This should probably lead to the highest productivity in employees
      - Normative(employees need to stay)
        
        Might lead to high productivity too #
      - Continuance (employees feel they should stay)
      - Improvement strategies
        
        Career growth opportunities
        
        Rewards
        
        Teamwork
        
        Job security
        
        Participatory decision making
        
        Information sharing
    - - Positive #
        
        High productivity at work #
      - Negative
        
        Leaving job
        
        Low productivity at work
        
        Reduced organization preformance
- - - - Interpersonal differences
      - Different social groups
    - - Withdrawal
      - Low trust
  - - - Cognitive diversity
      - Value diversity
  - - - Most effective
    - - Least effective
- - - - Rational Persuasion
      - Consultation
      - Pressure
        
        Effective short term with negative consequences #
      - Personal appeal
      - Ingratiation
      - Coalition
      - Legitimating
      - Upward appeals
      - Inspirational appeals
        
        Most effective tactic long term
      - Exchange
    - - Resistance
      - Compliance
      - Commitment
  - - - Most effective
        
        Best solution
        
        Time consuming
        
        Reduces decision biases
      - Decision matrix model
    - - What we actually use
        
        Decision Biases
        
        Availability
        
        Loss aversion
        
        Confirmation
        
        Sunk costs
        
        Anchoring and adjustment
        
        Remedy is awareness
        
        Overconfidence
        
        Hindsight
        
        Quick
        
        Just good enough
- - - - More than one issue to negotiate
      - Both parties can gain
    - - As one gains, the other loses
      - One issue to negotiate
- - - - Human nature
      - Consequences
        
        Racial inequalities
        
        Pay gap inequalities
        
        Gender inequalities
        
        Ageism
- - - - More likely to cause personality traits
        
        Minnesota twin study
    - - Plays a role too
  - - - 16 personality types
      - No in-between in personality types
      - Low repeatability
      - Not related to job performance
    - - Each personality
        type are good fits for different job types
        
        Good personality job match #
      - Classifications
        
        Openness to experience
        
        Conscietousness
        
        Extraversion
        
        Agreeableness
        
        Neuroticism
- - - - Rituals
        
        Example: Chevron Safety moments
      - Language
        
        Example: Apple 'Geniuses'
      - Stories
        
        Usually inspiring
      - Material symbols
    - - Values
      - Assumptions
      - Beliefs