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cognitive bias flashcards
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My wife was on Facebook one day in August when she saw someone selling a few old doors from a remodeled house in our town. My wife is a “DIY network-a-holic.” She loves to watch those types of shows. She saw one where they made a headboard for a bed out of an old door, so when she saw the old doors for sale she was extremely happy. The town we love in was built in the 1930’s during the construction of the Hoover Dam. The Six Companies conglomerate that built the dam also built the homes in town for the workers and management. The doors were from one of the original homes that the Six Companies built. The doors were made of solid Southern Yellow Pine. They don’t make normal doors like this anymore. My task was to secure two doors for my wife …show more content…
Our text defines cognitive biases as the “tendency to make systematic errors when they process information” (Lewicki & Saunders, 2010, p. 150). My first cognitive bias was issue framing and risk. I had already in my mind framed this negotiation from the stand point of man (knows everything) versus women (knows nothing) and therefore I was willing to take more risk because I believed I had the upper hand (Lewicki & Saunders, 2010, p. 153-154). The other cognitive bias I was guilty of was that of overconfidence. I was over confident because I believed I was matched up against someone that I believed was not as knowledgeable as I was, unfortunately I was wrong. When she told me that she had saved the doors from the landfill because she and her brother had bought her house as an investment property and renovated it and she had refinished all of her doors in her home. She also revealed that she had gotten a couple offers from a few antique store owners in town. I asked her how much they had offered her and she told me $100 per door. My wife and I peruse the antique stores in town a few times a year and have found some antique doors for sale for as much as $250 dollars. Some of the doors and in much worse shape than the ones she had for sale. At that point I knew I was in trouble. There was no way I was going to pay $100 per door. I asked her how much she wanted for the doors and she told me that …show more content…
Power is defined as “the capabilities negotiators can assemble to give themselves an advantage or increase the probability of achieving their objectives” (Lewicki & Saunders, 2010, p. 197). Power is used to try and alter the other sides view of our proposal. My opponent had expert power that I did not know she had and because of that I came in with a very low offer that initially caused her to become tense. If her fiancé had not showed up at the time he did I believe the negotiation would have taken a very bad turn for me and I would have either paid my resistance point of $75 per door or the negotiation would have broken down and ended with me leaving without the doors. However, her fiancé did show up and that allowed me to exert the referent power I had with him. Because he knew me and the relationship I had with him was positive the negotiation resulted in a positive outcome for
Implicit and explicit biases are related mental constructs. For many years, even dating back to our great’s ancestor, people always have automatic judge people, places, and things. We were all given five senses, knowing how the brain works, we choose to use our conscious actions to judge. Without awareness, we usually act on those judgments. There are two types of judgments consciously and unconsciously.
Many people believe that ostriches bury their heads in the sand in the belief that if they can’t see a predator, it cannot see them and that lemmings often commit mass suicide to avoid overpopulation. These examples show confirmation bias, anchoring, and the halo effect. Neither “fact” is true. According to National Geographic, Ostriches do not bury their heads in the sand. If a predator threatens its nest, an ostrich will flop to the ground and remain still, laying its head against the sand to try to blend in with it. With only its body visible, from a distance, it looks like the ostrich has buried its head in the sand.
As defined in the text, power is a fundamental concept in conflict theory. If only it were that easy to define or label power in conflict as "good" or "bad". Simply stated, in and of itself, it is both. Similar to "beauty being in the eyes of the beholder," Power is much the same way — it is in the hands of the beholder. The English word power comes from the Latin posse — “to be able”. Dictionary.com defines power as “a person or thing that possesses or exercises authority or influence.” Power has a number of meanings and means something slightly different to everyone, but essentially is gives us the ability to do something. It can enable us to have the capacity to affect change when faced with conflict. So in reality when we use our power
POWER: The capacity or ability to direct or influence the behavior of others or the
According to Hannah (as cited by Folger,Poole & Stutman, 2012, p. 143), "Power is never the property of an individual; it belongs to a group and remains in existence only so long as the roup keeps together" In other words, power, as the ability to effect or control events, is originated from the relationships among people, which also means that power is denpended on others. Only when some one endores the resource the power based on, then he or she is able to "grant or deny things that are valuable" (Folger, Poole & Stutman, 2012, p. 144). For example, the boss of a new company gives a newly-hired product ower the authority to build a new group to implement a new program, however, his or her power is useless before the human resource department
These biases influence our decisions, conduct, and understanding causing us to deduce in a favorable or unfavorable way, which may or may not be accurate. They occur without control or conscious decision and we are unaware they are happening. It is important to understand they are different from biases we might recognize from introspection, but decide they are not recognizable in ourselves. They are different from explicit biases, referring to beliefs and attitudes we may have of which we are conscious or aware. Even so, implicit biases can be discovered through proper
Implicit bias has negatively impacted our society, whether we realize it or not. Efren Perez(2016), a professor at Vanderbilt University, defines implicit bias as “an umbrella term for a variety of attitudes, beliefs, knowledge and stereotypes that we all carry to some degree. They tend to be automatically triggered, hard to control and can often influence what we say and do without our awareness” (para. 3). This has a negative impact on society because it can influence our viewpoints on important issues such as immigration, politics, and civil rights no matter how unbiased we think we are. Pérez(2016) explains “our mind picks up on patterns that we see in society, the media and other places and forms snap judgments before we have time to process all the information in a more deliberative and controlled manner” (para. 4). While we may not always view ourselves as prejudice or racist, implicit bias lies beneath the surface of our conscious and affects how we make
Thought processes can greatly influence people's social interactions, and the way that they live their lives. Cognitions develop how people perceive themselves and others on a daily basis. It is important to investigate how people attribute actions and behaviors exhibited, not only by themselves, but also those around them. These attributions shape the way an observer feels and reacts to others, and how people feel about themselves due to their own actions. The correspondence bias (fundamental attribution error) and the self-serving bias are two errors made in attribution by virtually every human being (Baron & Byrne, 2000). Both of these biases can be shown not only in adults, but also children (Guern, 1999). Even sport spectators display these biases when watching their favorite teams (Wann & Schrader, 2000). When the self-serving bias is absent in people's cognitions, they will show the self-defeating attributions. It is important to study people that demonstrate self-defeating attributions, because these individuals also show symptoms of depression (Wall & Hayes, 2000). Clearly, attributions are an imperative aspect of social cognition. Attributional bias is discussed by Marie Beesley. It is also important to investigate the factors that affect people's judgment biases in decision making and reasoning skills, which is explored by Amanda Wheeler. Because these two processes are so vital to the way in which people perceive themselves and others, and to the way a person chooses to behave, it is important to understand the factors that can cause inaccurate judgments. Judgment biases affect the way people form conclusions and make attributions about others, as well as abou...
Power has been defined as the psychological relations over another to get them to do what you want them to do. We are exposed to forms of power from the time of birth. Our parents exercise power over us to behave in a way they deem appropriate. In school, teachers use their power to help us learn. When we enter the work world the power of our boss motivates us to perform and desire to move up the corporate ladder so that we too can intimidate someone with power one day. In Joseph Conrad’s Heart of Darkness Kurtz had a power over the jungle and its people that was inexplicable.
Some theorists believe that ‘power is everywhere: not because it embraces everything, but because it comes from everywhere… power is not an institution, nor a structure, nor possession. It is the name we give to a complex strategic situation in a particular society. (Foucault, 1990: 93) This is because power is present in each individual and in every relationship. It is defined as the ability of a group to get another group to take some form of desired action, usually by consensual power and sometimes by force. (Holmes, Hughes &Julian, 2007) There have been a number of differing views on ‘power over’ the many years in which it has been studied. Theorist such as Anthony Gidden in his works on structuration theory attempts to integrate basic structural analyses and agency-centred traditions. According to this, people are free to act, but they must also use and replicate fundamental structures of power by and through their own actions. Power is wielded and maintained by how one ‘makes a difference’ and based on their decisions and actions, if one fails to exercise power, that is to ‘make a difference’ then power is lost. (Giddens: 1984: 14) However, more recent theorists have revisited older conceptions including the power one has over another and within the decision-making processes, and power, as the ability to set specific, wanted agendas. To put it simply, power is the ability to get others to do something they wouldn’t otherwise do. In the political arena, therefore, power is the ability to make or influence decisions that other people are bound by.
What is unconscious bias? When asked this question, many people are hesitant to respond or they may not know the answer. But, it is quite simple. Unconscious bias can be defined as biases that we have but are not fully aware of. It becomes just “something we do,” essentially, it has been normalized and it is something rooted in our brains. Many times unconscious bias can also be referred to as implicit bias. There are many ways to define what this simple phrase means but, the best definition comes from the Kirwan Institute. The Kirwan Institute describes implicit/unconscious bias as “the attitudes or stereotypes that affect our understanding, actions, and decisions in an unconscious manner” (). Essentially, we may not know that we are being biased towards a certain person or group of people in our everyday lives. Many times this kind of behavior can find its way into the workplace and we being to make unconscious judgements about the employees that we work with on a day to day basis. With that being said, all members of society should work to defeat unconscious bias and I believe that starting with the workplace will help to make it a habit in our lives.
Power is the ability to obtain, retain, and motivate people and to organize informational and material resources to accomplish a task( Leadership, n.d). Power is central to the leadership process in the development of a manager’s self-confidence and willingness to support staff members ( Schmidt & Wilkinson, 1990). The desire for power is universal. From this vantage point, power should be accepted as a natural part of any individual organization. Power is not evenly distributed among individuals or groups, but every individual has some degree of power.
The term power has a variety of definitions. According to the American Heritage Dictionary of the English Language, the first definition of power refers to “the ability or capacity to act or do something effectively”, also include “a capacity, faculty, or aptitude,” (“power. (n.d.)
Power is defined in the course study notes as the “ability of individuals or groups to get what they want despite the opposition”. Power is derived from a variety of sources including knowledge, experience and environmental uncertainties (Denhardt et al, 2001). It is also important to recognize that power is specific to each situation. Individuals or groups that may be entirely powerful in one situation may find themselves with little or no power in another. The county Registrar of Voters, who is my boss, is a perfect example. In running the local elections office, she can exercise the ultimate power. However, in a situation where she attempted to get the county selected for a desirable, statewide pilot project, she was powerless, completely at the mercy of the Secretary of State. Power is difficult to measure and even to recognize, yet it plays a major role in explaining authority. In organizations, power is most likely exercised in situations where “the stakes are high, resources are limited, and goals and processes are unclear” (Denhardt et al, 2001). The absence of power in organizations forces us to rely on soley hierarchical authority.
McShane and Von Glinow define Power as “the capacity of a person, team, or organization to influence others” (300). Furthermore, they state that power derives from five main sources and four main contingencies like the following figure illustrates.