OB intent concepts

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OB intent concepts are those concepts that are related to perception and decision-making researched in organizational behavior studies. The concepts below are taken from Organizational Behavior by Robbins and Judge (17th edition); Septem Artes Administrativi served as the primary source of illustrations.


Perception

  • Perception. A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

Attribution and biases in perception

  • Attribution theory. An attempt to determine whether an individual's behavior is internally or externally caused.
  • 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 successes to internal factors and put the blame for failures on external factors.
  • Selective perception. The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes.
  • Halo effect. The tendency to draw a general impression about an individual on the basis of a single characteristic.
  • Contrast effect. Evaluation of a person's characteristics that is affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.
  • Stereotyping. Judging someone on the basis of our perception of the group to which that person belongs.
  • Stereotype threat. The degree to which we internally agree with the generally negative stereotyped perceptions of our groups.
  • Self-fulfilling prophecy. 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.

Decision making

  • Decision. A choice made from among two or more alternatives.
  • Problem. A discrepancy between the current state of affairs and some desired state.

Rational decision-making

Errors in decision-making

  • Bounded rationality. A process of making decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.
  • Intuitive decision making. An unconscious process created out of distilled experience.
  • Anchoring bias. A tendency to fixate on initial information, from which one then falls to adequately adjust for subsequent information.
  • Confirmation bias. The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.
  • Availability bias. The tendency for people to base their judgments on information that is readily available to them.
  • Escalation of commitment. An increased commitment to a previous decision in spite of negative information.
  • Randomness error. The tendency of individuals to believe that they can predict the outcomes of random events.
  • Risk aversion. The tendency to prefer a sure gain of a moderate amount over a riskier outcome, even if the riskier outcome might have a higher expected payoff.
  • Hindsight bias. The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.

Ethics in decision-making

Creative decision-making

See also