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70 Cards in this Set
- Front
- Back
What is the fundamental attribution error? |
When a person overestimates the extent to which someone has control over a situation and attributes the circumstances to the person (even though the circumstance may be out of that person's hands) |
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What is the similar to me bias? |
When people view those most similar to them more positively than other people who are not similar |
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Describe an example of when similar to me bias exists |
[Example would be during hiring when interviewers display a preference for candidates most similar to them] [Another example is the symphony study where women were 50% more likely to be hired during auditions if playing behind a curtain] |
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Describe an example of when fundamental attribution error exists |
[Consider 2 students (A and B) taking a quiz that was written by A. In this scenario, A will get a higher score and be perceived to be more intelligent even though this is only the case because the process was, whereby A picked the questions, was not taken into consideration] |
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Why are the first 2 weeks in a job the most important? |
During the first 2 weeks, the following occur: 1. People tend to size others up within the first few seconds and it remains anchored 2. Based on those impressions, a self-fulfilling prophecy occurs whereby people treat others based on the initial impression |
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Are first impressions lasting? |
Yes. Studies show that people can size others within 2 seconds and still come to the same conclusion as if you knew the other people for weeks |
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Describe the 4-step process of self-fulfilling prophecies |
1) We form opinions of other people 2) We communicate our expectations using cues 3) People will respond to those cues by adjusting their behaviour 4) The result is that our opinion is proven because of the behavioural change |
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Describe an example where self-fulfilling prophecy exists |
[An example is when teachers were told that a set number of students were really bright therefore those teachers paid closer attention to the students. As a result, those students ended getting higher grades] |
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How does fundamental attribution error fit into the work environment in the form of performance evaluations |
1. Sometimes employees do good work because the environment (i.e. their team) does good work. They themselves are not actually that great 2. On the contrary, sometimes employees might seem uncooperative displaying behaviours not akin to being a team player. However, this might just be the case because they have too much work! |
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Why is it important to consider fundamental attribution in your organisation? (i.e. why is it important to be careful when judging talent) |
By not considering it, you may end up 1. Giving people too much credit 2. Giving people too little credit 3. Alienate your best employees |
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What are the disadvantages of the simple work sample test? |
1. The work sample tests are done online so candidate may cheat 2. They only test ability to do the job and not potential to actually learn |
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Draw out the validity vs acceptability 2 by 2 for the different types of interview techniques |
X axis -> unacceptable to acceptable (left to right) Y axis -> Valid to invalid (up to down) Cognitive ability (top left) Personality (bottom left) Interviews (bottom right corner) Education (bottom right corner but more valid than interviews) References (top right near the centre) Structured interview (top right in the middle) Work sample (top right corner) |
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Why is the wasabi waiter test a poor measure to use? |
1. It samples on the dependent variable since only your best employees are the benchmark 2. You are not sure how a poor performing employee would perform and so some candidates who pass may actually end up being one of those poor performing employees |
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What are some ways to help you perceive interviewees more accurately? (i.e. how to get a better idea of how good they are) |
1. Scrape for digital footprint (github, stack overflow etc..) 2. Enhance awareness of perceptual and attributional biases 3. Determine whether performance is due to the person or the situation (i.e. foundational attribution error) 4. Adopt perspective taking (empathising) 5. Get a third-party opinion (references) |
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What is sequencing bias? |
When you only remembers the first and last thing someone has done and judges them based on that (e.g. the primacy and recency) https://en.wikipedia.org/wiki/Serial_position_effect |
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What are some actions that should be used for structured interviews to limit bias? |
1. All interviewers meet in advance to discuss KPIs 2. Generate and agree on questions asked before hand 3. Administer structure interview protocol (i.e. same environment for all candidates) 4. Gather at the end of the interviews to share and make selection |
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As the head recruiter, how should you treat the unstructured interview feedback that your team has provided you? |
Treat them as liking judgements |
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Describe the principle of Liking when persuading others and provide an example of when this would be effective |
Liking = people tend to be more easily persuaded when they know/like the person persuading them In a company, it is easier to ask a boss that likes you to support your idea/project than a boss that you have never really spoken to |
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Describe the principle of Reciprocity when persuading others and provide an example of when this would be effective |
Reciprocity = people tend to repay in kind what you have given them If you are active in trying to help people get connected with professionals in their desired industry, it is more likely that they will try to help you if you ever go to them for a request |
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Describe the principle of Social Proof when persuading others and provide an example of when this would be effective |
Social Proof = people tend to follow the lead of similar others An advertisement in San Francisco showing people buying yellow shoes will likely convince more people in San Francisco to buy yellow shoes. Note showing this advertisement (using the San Francisco setting) will have no impact with the number of people buying yellow shoes in cities like Tokyo |
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Describe the principle of Consistency when persuading others and provide an example of when this would be effective |
Consistency = people tend to follow through on things they have originally committed to When completing a verbal negotiation with a boss/subordinate at work, make sure you get them to write the agreement down via email afterwards as they will be more likely to follow through |
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Describe the principle of Authority when persuading others and provide an example of when this would be effective |
Authority = people tend to be swayed by experts When making a point in any circumstance, it is more effective to state your expertise (i.e. why you are credible in making this point) then actually make the point. This will convince more people |
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Describe the principle of Scarcity when persuading others and provide an example of when this would be effective |
Scarcity = people tend to want more of what they don't have In marketing, it is more effective to advertise what a prospective buy may lose from not shopping now as oppose to what they may gain |
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As a strategy, when should you ask for a public or private vote? |
If you believe you are in the minority, go for a private vote to encourage dissent If you believe you are in the majority, go for a public vote. The people on the fence will likely conform with the majority, reducing levels of dissent |
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Describe the "foot-in-the-door" technique and how it relates to persuasion |
Since people tend to follow through on things they have committed to, the "foot-in-the-door" technique suggests getting them to agree on a small request that is easy for them to say yes to then ask for the big request For example, ask someone if they enjoy cooking for others. If they say "yes", then ask them if they can cook for you :D |
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Describe the Four Walls technique |
It is a way to compel someone to follow through with committing and remain consistent Four Walls involves asking a series of a questions to someone which establishes the required premise for your request (which comes in the end). If the person turns you down, that means they are contradicting their responses to your initial series of questions |
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Describe rational persuasion |
An influential tactic that involves: 1. Being calm and not defensive 2. Being nice and reasonable 3. Using arguments that are calculated and well-reasoned This works because other people can only dispute against your arguments and not against your motives/emotions |
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Describe emotional contrast |
When up against someone who is emotional, remain calm as to demonstrate that you are in control |
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Describe push and pull tactics |
Push: (being active) Stating expectations, evaluating idea, proposing, reasoning Pull: (facilitating) Listening, finding common ground, visioning (coming up with hypotheticals), disclosing |
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When should you use Push and when should you use Pull tactics |
If you are in the minority, use pull If you are in the majority, use push |
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What is important to bear in mind when framing a situation against a majority? |
Frame your attack not on the majority group's thinking but rather the issues/evidence provided. For example, in 12-angry men, Juror 8 did not initially say the majority were idiots for voting guilty but rather questioned the reliability of the evidence (i.e. not questioning their reasoning skills but rather the assumptions the underpin their conclusion) |
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Describe positive and negative reinforcement |
Positive reinforcement: Desired behaviour emitted -> give attractive reward -> desired behaviour increased Negative reinforcement: Undesired behaviour emitted -> threaten punishment -> undesired behaviour reduced |
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What are the SMART goals? |
S = Specific M = Measurable A = Achievable R = Reasonable T = Timetable This framework will help define the objectives you want achieve by maximising the motivation someone has for that objective |
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What are the 3 questions that are likely to be on someone's mind when you are trying to motivate them to do a task? |
1. How much effort will I need to put in? 2. Will meeting the objectives give me a reward? 3. Do I need the reward? |
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How can positive reinforcement be trained most effectively? |
1. Use short intervals between each reward (but not every time) 2. Provide transparency on what will be rewarded and what needs to be done to get that reward |
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How do negative and positive reinforcement differ when it comes to the frequency of punishment/reward? |
For negative reinforcement, punishment should be immediate as this will lead to no doubt as to why the punishment was given For positive reinforcement, reward should only be given occasionally! Otherwise, people will start feeling a sense of entitlement |
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What is the danger with giving people rewards? |
When giving someone a reward, you are signalling they deserve it because of a set of behaviours. However, if you stop giving them the award for that set of behaviours, they will likely be very upset. This is because getting a reward is less good than being punished (ie. you are less happy receiving $10 than you are angry when someone takes away $10 - EVEN IF THE $10 WAS A GIFT!) |
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How can salary, bonuses and perks be used to motivate employees? When is one more effective than the others? |
For positive reinforcement, boosting salaries and more perks are helpful in motivating employees although perks appear to have a higher impact! Threatening to reduce bonuses is also effective as a negative reinforcement |
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What is loss aversion? How can one overcome it? |
People tend to prefer avoiding losses than making gains. To overcome it, it is always important to frame/focus on the gains. For example, company bonuses should be considered as a gain. If bonuses become viewed as the norm and 1 year an employee gets a reduced bonus, he/she will be very upset! |
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What are extrinsic and intrinsic rewards? Give some examples |
Extrinsic: - Material rewards - Pay, benefits, job security Intrinsic rewards: - Sense of accomplishment or achievement - Learning something new, accomplishing something worthwhile and developing skills |
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How can intrinsic motivation be increased? |
1. Autonomy - People tend to perform better when giving more autonomy 2. Mastery - People work harder when they believe they will get better at their tasks 3. Relatedness - Frame problems such that people feel more connected (i.e. this will help you and other people - Hand hygiene example) 4. Purpose - People are more motivated if they can see that their work will have a impact |
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What is a better strategy in negotiations? Compromising or Logrolling? |
Compromising never results in a favourable outcome in negotiations! It is better to log roll (trade favours on the most important issues for each other) than to compromise |
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What is sandbagging? When is it useful? What are its consequences? |
Sandbagging is when you pretend to be worse than you actually are so that when your results come in, you actually look better When 2 parties negotiating want the same thing, sandbagging is fine since it maximise outcome for both When 2 parties want different things, sandbagging helps the party with the leverage BUT can ruin future relationships with the other party |
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When negotiating with someone, what are the 3 elements to consider? |
1. The current deal (who gets what) 2. The interaction (how will we decide on the current deal) 3. The relationship (especially in the future) with that person |
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What is the 2 things you should always do in negotiations to maximise your potential outcome? |
1. Maximise the pool of negotiating partners! 2. State the things you want |
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What are some things to do in order to negotiate effectively? |
1. Assess what you will do if you don't reach an agreement with your opponent 2. Assess what your opponent will do if they don't reach an agreement with you 3. Assess the true issues in the situation 4. Assess how important each issue is to you and to your opponent 5. Look for opportunities to create value |
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Is it better to negotiate one or multiple things at a time? |
Never negotiate 1 thing at a time! |
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Is it better to negotiate with a single number, package or range? |
It is best to offer packages (i.e. set values for each issue at hand) Setting ranges may anchor your opponent on those numbers. |
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What is the concept of spot rewards? |
Given the choice between a material object vs cash, people tend to chose the material object even when the two have equal value Also, peers tend to prefer recognition from peers as oppose to seniors |
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What is the reciprocity ring and why is it useful? |
The reciprocity ring is an exercise where each member of a group posts an "Ask". Once all the "Ask"s have been shared, the group then volunteers help where they can. The exercise has proven to open groups up to asking for help because initially most people are reluctant to ask for help |
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How can you foster network collaboration in a physical work place? |
There will be a few ways but one key way is the design of the physical space it self. Having a workplace which forces people to work by other people increases the likelihood of bumping into someone that could help you |
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What are some ways to develop a network |
1. Routinely seek out regular opportunities for interaction or networking 2. Look for opportunities to help others 3. Ask for help 4. Thank you notes???? |
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What are the 6 principles of persuasion? |
1. Authority 2. Social Proof 3. Consistency 4. Liking 5. Reciprocity 6. Scarcity |
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What is confirmation bias? What are some workplace examples of it? |
Confirmation Bias: sampling on the dependentvariable This bias is present when companies try to model their recruitment process using their best employees. To overcome this, you should be sampling both your best and worst employees to figure out an unbiased relationship |
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What is default bias? What is an example? |
People tend to stick with the status quo and not chose to switch over. For example, if the option to become an organ donor requires "opting out", the number of people remaining opting in will be a lot higher. |
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How can confirmation bias be minimised when trying to determine the correct recipes needed for start-up success? |
Instead of looking at only start-ups that have succeeded, one should look at start-ups that have failed. By examining both, a more unbiased idea of the true factors that influence success can be determined |
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How to overcome confirmation bias? |
By trying all possible combinations of the situation being tested! |
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What is "Modelling"? How can be done effectively? |
Modelling is when leaders try to reflect the company values they want to promote in their own actions. For this be effective it must be: 1. Authentic 2. Observable 3. Routine (not only happen once!) |
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What is the bystander effect? What is an example of it happening the workplace? |
The bystander effect is when each individual person in a crowd assumes the others in their group will take action Assume you spotted a big mistake in a company report but you know that 30 other people will be reading this report. Thinking that 1 of the other 30 people will fix it is an example of the bystander effect |
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What is the misconception of chance? |
It is a bias where even though the probability of outcome A is 10%, you are bias by previous outcomes such that you discount that probability to something like 5% E.g. if probability of failure is 12% but you have not failed yet, so you discount the probability of failure to like 3% |
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How to minimise the bystander effect? |
Within the group, make sure you point to a specific person when making the request. This will put the onerous on that specific person and leave no confusion within the group |
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How are the best people to start persuading in a large group (i.e. what to look for in those individual's behaviours)? |
Look for people who are: 1. Similar to you 2. Lacking conviction (wavering) 3. Dissatisfied with the majority |
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In negotiations, what is the congruence issue? |
When 2 parties want the same the same thing so there is not really a reason for contention An example is during employee term negotiations when the employee wants to work in NYC and the employer wants the employee to work in NYC. They want the same thing so no reason to fight! |
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In bidding/auction theory, is it better to set a lower or higher prices? |
A low price because it introduces the maximum number of bidders. Once the bidding begins, people tend to be emotional and the end price could be very high |
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What is the most important thing to remember in mediations? |
TO NEVER MEDIATE! You can never come away with a positive outlook because of hostile mediator bias (whatever you try to do, people will not like you)
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When should you mediate? |
1. Parties are unable to communicate civilly 2. Disputants can't find positive bargaining zones 3. One party needs to save face 4. You have specific expertise |
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What is self-serving bias? |
When people rate themselves higher than they actually are. We give ourselves too much benefit of the doubt (especially with non-observable stuff such as brainpower as oppose to observable like how athletic you are) |
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How do you facilitate perspective taking? (i.e. sharing perspective) |
1. Decrease physical distance 2. Unpack contributions of each perspective 3. Clarify individual contributions and constraints 4. Get parties to state their position and why |
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What is aggregation bias? |
You assume that the individuals in the population all have the same characteristics as the population average |
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What is wrong with annual performance reviews? What is an alternative? |
Performance reviews typically have recency bias whereby the most recent developments are focused on. An alternative is to have frequent reviews as oppose to once each year. |