[조직행동론] Perception decision_Attribution theory, Decision-making tool, delphi technique

조직행동론 Organizational Behavior

Chapter. Perception decision 

perceptual process and phenomena

• perception : process through which a person senses, selects, organizes, and interpret simuli
• 우리는 하루에 엄청나게 많은 것을 sense 함, 많이 하고자 하면 많이 할 수 있음. our attention is limited → select 되어야함 → organize all kinds of information

• person perception: making judgement about others
  • [Attribution theory]
    • When individuals observe behavior, attempt to determine whether it is internally or externally caused
  • (학생이 수업에 오지 않음, 눈이 왔는 날이다, 그럼 이유가 뭘까?) 다음 3가지를 고려해야함
  • Distinctiveness: shows different behaviors in different situations (학생이 오지 않음 → 지난 시간에 학생이 제시간에 왔던가? 그렇다 → 그럼 눈 때문이겠구나 )
  • Consensus: response is the same as others to same situation (다른 학생들도 많이 안옴 → consensus high → weather 을 원인이라고 더 강하게 생각함)
  • Consistency: responds in the same way over time 지난번에 눈이 왔을 때에도 늦었나 ? 그렇다 → consistency high → bcs of her or bcs of weather ?
  • attribution process
    • (all kinds of conclution from three indicates consistently → more confidenc, if it is not consistent → redue confidence about conclusion을 줄여야함)
• common perceptual phenomena (cognitive bias)
  • errors and biases in attribution
    • 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.
    • Self-serving bias
      • The tendency for individuals to attribute their own success to internal factors while putting blame for failures on external factors
  • frequently used shortcuts in judging others
    • Selective perception
      • People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.
      • 빙산의 일각만을 보고 빠른 판단을 해버리는 것
    • Stereotyping
      • Judging someone on the basis of one’s perception of the group to which that person belongs.
      • generalized belief about a particular category of people, overgeneralized, overanalyzed, and inaccurate, but sometiems it is accurate
    • Contrast effect
      • 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.
      • (더 작거나 더 큰 자극에 연속적으로 또는 동시에 노출되는 결과로 인한 인식의 향상 또는 감소)
    • Halo effect
      • Drawing a general impression about an individual on the basis of a single characteristic
      • (후광효과, 긍정과 부정 모든 방향으로 일어날 수 있음)

 

 

choice to solving

• choice making: The narrow set of activities associated with choosing one option from among already identified alternatives
  • 2개 중에 1개를 고르는 것 등, 친구랑 밥먹을 때 중국집 vs 한식 : it is part of decision making !
• decision making : The process of specifying a problem or opportunity, identifying alternatives & criteria, evaluating alternatives, and selecting from among the alternatives
• problem solving: (implementation of decision을 포함하고 있음)
  • Includes decision-making process
  • Implementation of decision
  • Monitoring of impact
  • Revising action
  • Achieving objectives
• Decision standards & models
  • decision standards
    • Optimize: Find the best possible decision → maximize → satifice 순서, economics로 부터 나온 개념
    • Maximize: Find decision that meets maximum number of criteria
    • Satisfice: Find the first satisfactory solution
  • decision model
    • The rational/economic person
      • Person is rational and deals with objective facts
      • Person is economically motivated (they can calculate)
      • Decisions are driven by objective rationality and a search for the best possible alternative (optimizing)
    • The administrative person (Herbert Simon)
      • Person is limited by restricted cognitive capacity
      • Person is aware of only certain alternatives
      • Person considers only certain criteria (personality, home, major,,,)
      • Decisions are driven by desire to identify and select the first acceptable alternative (satisficing)
• Individual v. group decisions
  • Advantages
    • Greater knowledge and facts, Broader perspectives on issues, More alternatives considered, Greater satisfaction with and support of decisions, Better problem comprehension
  • Disadvantages
    • Less speed, Compromise may damage decision quality, Premature decisions, Negative social pressure, Individual domination, Interference of personal goals

 

 

Decision-making phenomena

• Group shift (risky, cautious)
  • The risky shift
    • (80%의 사람들은 더 위험한 결정을 내린다 개인일때보다 팀일 때 ,,)
    • Group discussion makes decision situation more familiar
    • Diffusion of responsibility
    • Risk persuaders
    • Cultural values and desire for approval from others in the group
  • The cautious shift (only 10% and the other 10% : no differences)
    • Far less common than risky shift
    • Group discussion makes decision risks more clear
    • Personal acceptance of responsibility
    • Cautious persuaders
    • Cultural values and desire for approval from others in the group
• Groupthink
  • A group drive for consensus so strong that dissent is (intentionally and unintentionally) suppressed
• Escalation of commitment
  • Adhering to an unsuccessful course of action with increasing commitment of resources
  • factors that drive escalation
  • other escalation consideration
    • What about the following?
      • Involvement in original decision
      • Organization culture differences
    • Recommendation for managers?

 

 

Decision-making tools

• 중요도와 시간 급박도에 따라서 다양한 툴을 선택하여 사용하면 됨, your own version을 이용 가능
• perceptual foundation before making any decision andthen move on to distinction (the choise making , decision making? ) and we address decision making step, and theoretical decision making and so on,
• three : grup, esc, organization relevant decision making phenomana, and
• brainstorming (3분 만에도 가능 굉장히 간편함)
  • Stimulate people to develop alternatives during the planning and decision-making process. Focus on identifying alternatives.
• nominal group technique (조금 더 오래걸림 2시간은 걸림)
  • Generate a large number of creative potential solutions to a problem or opportunity, evaluate these solutions, and rank them from most to least promising
  • 4-steps
    • Generation of ideas in writing (similar first step with brainstorming)
    • Round-robin recording of ideas (flow chart, whiteboard 등,, 그리고 나오는 모든 아이디어를 기록)
    • Serial discussion of ideas (15개의 다른 아이디어들→ 그리고 한번에 하나씩 )
    • Ranking of ideas (rank ideas를 most promising 부터 least promising까지)
• delphi technique (더 오래 걸림)
  • Gathers and evaluates information from a group without physically assembling its members
  • Steps
    • Develop the Delphi question and the first inquiry
    • Collect first response
    • Analyze first response, provide feedback, and develop second inquiry
    • Collect second response
    • Continue process until a clear solution emerges