Organizational Behavior Chapter 8

Learning

relatively permanent changes in an employee's knowledge or skill that result from experience

Explicit Knowledge

Easily transferred through written or verbal communication

Readily available to most

Can be learned through books

Always conscious and accessible information

General information

Tacit Knowledge

Very difficult, if not impossible, to articulate to others

Highly personal in nature

Based on experience

Sometimes holders don't even recognize that they possess it

Typically job- or situation-specific

How we build knowledge

Observe

Receive positive or negative feedback

Having learning orientation (not performance orientation)

Groupthink

Behaviors that support conformity and team harmony at the expense of other team priorities.

Representativeness Bias

tendency to assess the likelihood of an event by comparing it to a similar event and assuming it will be similar.

Recency bias

the tendency to weigh recent events more than earlier events

Availability bias

The tendency for people to base their judgements off of information that is easier to recall

Programmed decisions

Automatic because knowledge allows employees to recognize a situation and the needed course of action.

Intuition

Emotionally charged judgment arising through quick, nonconscious, and holistic associations.

Nonprogrammed decisions

New, complex, or unrecognized problem.

Rational Decision making model

Used for nonprogrammed decisions

Bounded rationality

We are "bounded" or restricted by our inability to process all available information and alternatives to make an optimal decision. This is because we have limited information, cognitive limits, and limited time and resources. As a result, we satisfice.

Satisficing

choosing the 1st acceptable, rather than the ideal or perfect, alternative.

Selective perception

Tunnel vision

Confirmation bias

seeing what we want to see instead of disconfirming evidence

Escalation of commitment/sunk cost fallacy

continue investing in something that's losing because you've already invested so much

Framing bias/loss aversion

higher sensitivity to loss, we decide differently depending on how information is presented to us

overconfidence bias

we believe we are more capable than we are

attribution bias

we blame external factors for our own issues, but blame internal factors for other people's issues