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CHAPTER 4 - Coggle Diagram
CHAPTER 4
Three components model of creativity
Creativity
the ability to produce novel and useful ideas
Three components model of creativity
expertise
is the foundation for all creative work
is most important predictor of creative potential.
in social network has many diverse ideas, expertise and resource of others
Creative-thinking skills
the personality characteristics associated with creative
intelligence
is related to creativity
more creative
better at solving complex problems
greater "working memory"
personality
the Big Five personality trait relates with creative
openness to experience
belief in your capabilities
ethics
creativity is not correlated with ethicality
intrinsic task motivation
the desire to do the job because of its characteristics
interesting
exciting
satisfying
challenging
Individual difference in decision making
Factors influence
Personality
conscientiousness
achievement striver
hate fail
escalation
increase commitment
dutiful people
do best for organization
less escalate commitment
Self-esteem
high self-esteem people
blame others and taking credit for successes.
Gender
not stressful
gender not influence
stressful
Women ruminate more than men
cultural differences
make different decisions
Mental ability
higher levels of mental ability
more accurate decisions
organizational constraints
constrain decision makers
formal regulations
create rules and policies
limit decision choices
system-Imposed time constraints
explicit deadlines
restrict gather and evaluate information
reward systems
choices have better personal payoffs
make decision
explicit deadlines
past decisions
influence current decisions
Performance evaluation
managerial evaluation criteria
actions
Ethics in Decision Making
3 ethical
rights
liberties and privileges
respecting and protecting the
basic rights
justice
enforce rules fairly and impartially
equitable distribution of benefits and costs
utilitarianism
making decisions
solely on the basis of their outcomes
efficiency, productivity, and high profits
ignore individual rights
provide the greatest good for
the greatest number
Attribution theory
An attempt to determine whether an individual’s behavior is internally or externally caused.
Internally caused behaviors are those an observer believes to be under the personal behavioral control of another individual
Externally caused behavior is what we imagine the situation forced the individual to do
3 factors to help us decide if behavior is internally or externally controlled
Distinctiveness
Shows different behaviors in different situations
Consensus
Response is the same as others to same situation
Consistency
Responds in the same way over time
Elements of Attribution Theory
Observation => Interpretation => Attribution of Cause
Errors and Biases in Attributions
Self-Serving Bias
a tendency for
individuals
attribute their own successes
to internal factors
put the blame for failures
on external factors
Fundamental Attribution Error
underestimate
the influence of
external factors
overestimate
the influence of internal factors
Common shortcuts in Judging others
Contrast Effects
Evaluation of a person’s
characteristics
affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
Halo Effect
The tendency
to draw a general impression about an individual on the basis of a single characteristic.
Selective Perception
The tendency
to selectively interpret what one sees on
the basis of one’s
background
experience
interests
attitudes
we can’t observe everything going on around us, we use selective perception.
stereotyping
Judging
on the basis of one’s perception of the group to
which that person belongs.
For example, it does make sense to assume that Allison from finance will be able to help you figure out a forecasting problem.
use
heuristics
to make decisions quickly
Perceptions and Individual Decision Making
Decisions
decisions made between two or more options
Perception Linkage
impacted by a person's viewpoint
Issues need to be recognized.
Data must be chosen and assessed.
Problem
a perceived difference between how things are now and how they should be
Decision-Making Models in Organizations
the rational model
Six steps
Give the criterion weights.
Create the substitutes.
State the criteria for the choice.
Consider your options.
Describe the issue.
Decide which option is best.
Intuition
An unconscious process created out
of distilled experience.
Bounded rationality
a method of decision-making that involves building simplified models and identifying the key elements from issues without fully encapsulating their complexity.
Common Biases and errors in Decision making
Confirmation Bias
choosing and relying solely on data to improve our conclusions
Availability Bias
highlighting the information that is most easily accessible
Anchoring Bias
forming later decisions based on information that was obtained early on
Escalation of Commitment
growing resolute in the face of evidence that a decision is incorrect, particularly if one was in charge of making it!
Overconfidence Bias
putting too much faith in our own judgment, particularly when making decisions outside of our areas of expertise
Randomness Error
interpreting chance occurrences and superstitions
Risk Aversion
Because the highest bidder overestimated the worth, they overpaid.
Hindsight Bias
Believing that a certain outcome might have been properly predicted beforehand