Chapter 6: Perceptions and Individual Decision Making Flashcards

1
Q

perception

A

a process by which individuals organize and interpret their sensory impressions to give meaning to their environment

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2
Q

factors that influence perception

A

perceiver (sometimes we see and hear what we want, not what is true), target (the characteristics of the target, the relationship of a target to its background influences perception), context (the time at which we seen an object or vent can influence our attention, as can location, light, heat, or situational factors).

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3
Q

attribution theory

A

an attempt to explain the ways we judge people differently, depending on the meaning we attribute to a behavior, such as determining whether an individual’s behavior is internally or externally caused

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4
Q

fundamental attribution error

A

the tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgements about the behavior of others

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5
Q

self-serving bias

A

the tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors

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6
Q

selective perception

A

the tendency to choose to interpret what one sees based on one’s interests, background, experience, and attitudes

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7
Q

halo effect

A

the tendency to draw a positive general impression about an individual based on a single characteristic

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8
Q

horns effect

A

the tendency to draw a negative general impression about an individual based on a single characteristic

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9
Q

contrast effect

A

evaluations of a person’s characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics

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10
Q

stereotyping

A

judging someone based on one’s perception of the group to which that person belongs

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11
Q

self fulfilling prophecy

A

a situation in which a person inaccurately perceives a second person and the resulting expectations cause the second person to behave in ways consistent with the original perception

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12
Q

decisions

A

choices made from among two or more alternatives

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13
Q

problem

A

a discrepancy between the current state of affairs and some desired state; it requires us to consider alternative courses of action

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14
Q

rational

A

characterized by making consistent, value maximizing choices within specified constraints

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15
Q

rational decision making model

A

a decision making model that describes how individuals should behave to maximize some outcome

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16
Q

bounded rationality

A

a process of making decisions by constructing simplified models that extract essential features from problems without capturing all their complexity

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17
Q

intuitive decision making

A

an unconscious process created out of distilled experience

18
Q

overconfidence bias

A

we tend to be overconfident about our abilities and the abilities of others

19
Q

anchoring bias

A

a tendency to fixate on initial information and fail to adequately adjust for subsequent information

20
Q

confirmation bias

A

the tendency to seek information that reaffirms past choices and to discount information that contradicts past judgements

21
Q

availability bias

A

the tendency for people to base their judgements on information that is readily available to them

22
Q

escalation of committment

A

an increased commitment to a previous decision despite negative information. this usually occurs when individuals feel responsible for the outcome. the fear of personal failures even biases the way we search for and evaluate information so that we choose only information that supports our dedication

23
Q

randomness error

A

the tendency of individuals to believe that they can predict the outcome of random events

24
Q

risk aversion

A

the tendency to prefer a sure thing over a risky outcome

25
Q

hindsight bias

A

the tendency to believe falsely, after the outcome in known, that we would have accurately predicted it

26
Q

what individual factors affect decision making?

A

personality, gender, mental ability, cultural differences

27
Q

organizational constraints

A

performance evaluation systems, reward systems, formal regulations, system imposed time constraints, and historical precendents

28
Q

utilitarianism

A

an ethical perspective in which decisions are made to provide the greatest good for all

29
Q

whistle blowers

A

individuals who report unethical practices by their employer to outsiders

30
Q

deonance

A

a perspective in which ethical decisions are made because you “ought to” in order to be consistent with moral norms, principles, standards, rules, and laws

31
Q

how do companies increase ethical decision making in organizations?

A

adjusting superficial aspects such as lighting, outward displays of status, cleanliness. managers should encourage conversations about moral issues; they may serve as a reminder and increase ethical decisions making

32
Q

creativity

A

the ability to produce novel and useful ideas

33
Q

steps in creativity

A

problem formulation, information gathering, idea generation, and idea evaluation

34
Q

problem formulation

A

the stage of creative behavior that involves identifying a problem or opportunity requiring a solution that is yet unknown

35
Q

info gathering

A

the stage of creative behavior when possible solutions to a problem incubate in an individual’s mind

36
Q

idea generation

A

the process of creative behavior that involves developing possible solutions to a problem from relevant information and knowledge

37
Q

idea evaluation

A

the process of creative behavior involving the evaluation of potential solutions to problems to identify the best one

38
Q

intelligence and creativity

A

smart people are better at solving complex problems, and therefore, are more creative. they also may be more creative because they have larger working memory

39
Q

personality and creativity

A

the big five personality trait of openness to experience correlates with creativity, probably because open individuals are less conformist in action and more divergent in thinking

40
Q

expertise and creativity

A

expertise is the foundation for all creative work and this is the single most important predictor of creative potential

41
Q

ethics and creativity

A

although creativity is linked to many desirable individual characteristics, it is not correlated with ethicality