ACCO360 Final > COMM227 Post-Midterm > Flashcards

COMM227 Post-Midterm Flashcards

(76 cards)

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1
Q

Why is there no perfect decision (2)

A
  • Bounded rationality
  • Satisficing
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2
Q

Bounded Rationality

A

Can only use the information available to us

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3
Q

Satisficing

A

Most acceptable solution, but not optimal one

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4
Q

PADIL Framework (5)

A
  • Problem
  • Alternatives
  • Decide
  • Implement
  • Learn
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5
Q

Systemic approach to solve a problem (2)

A
  • Uncover root cause
  • Narrow down potentials
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6
Q

How to generate many alternatives (2)

A
  • Brainstorming
  • Brainwritting / nominal group technique
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7
Q

Brainstorming steps (4)

A
  • Sit together to find solution
  • State problem
  • No criticism / judgement
  • Record all alternatives
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8
Q

Brain writting

A

Participating to generating ideas anonymously and build upon them

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9
Q

How to decide on a solution

A

Define decision criteria to evaluate alternatives

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10
Q

How to avoid being paralyzed by multiple choice (2)

A
  • Equifinality
  • Use devil’s advocate
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11
Q

How to make a decision

A

State problem, reason and solution

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12
Q

How to implement the decision (2)

A
  • Consider implementation influences on others
  • If solved the wrong problem, STOP
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13
Q

How to learn and seek feedback

A

Examine if solution was the right one and still is the right one

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14
Q

Why smart people make bad decisions (3)

A
  • Intuition
  • Fundamental attribution error
  • Self-serving bias
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15
Q

Intuition (2)

A
  • Nonconscious decision based on though and preference
  • Often influenced by unconscious biases
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16
Q

Fundamental attribution error

A

Over-attributing other’s behavior to internal rather than external cause

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17
Q

Self-serving bias

A

Attribute success to internal cause and failure to external cause

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18
Q

Error Judgements (6)

A
  • Availability Bias
  • Representative bias
  • Anchoring / adjustment bias
  • Confirmation bias
  • Overconfidence bias
  • Escalation
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19
Q

Availability bias

A

Thinking readily available information is more important

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20
Q

Representative bias

A

Judge based on pattern / stereotype

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21
Q

Gambler’s fallacy

A

Misconception of chance

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22
Q

Hastey generalization fallacy

A

Drawing inapropriate conclusion from specific cases

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23
Q

Anchoring / adjustment bias

A

Provide estimates based on initial estimates regardless of accuracy

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24
Q

Confirmation bias

A

Collect evidence to support our intuition

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25
Overconfidence bias
Thinking of having the ability to defy odds
26
Escalation commitment
Investing everything into something that will eventually fail
27
How to overcome judgement biases (3)
- Confidence estimate - Trial and error calibration - Healthy skepticism
28
Confidence estimate (2)
- State estimate as interval - Solution to overconfidence bias
29
Trial and error calibration (2)
- Learn from success and failure to improve in the future - Solution to confirmation bias
30
Healthy skepticism
Seek out negative and disconfirming evidence
31
Healthy skepticism help overcome which judgement error (4)
- Escalation of commitment - Representative bias - Anchoring bias - Availability bias
32
Negative evidence
Evidence that goes against our claim
33
Rival cause
Another cause proposed other than your claim
34
Rebuttal
Response to evidence to defend your claim
35
How to use rhetoric when persuading (3)
- Detail - Tone - Vividness
36
Type of Tone
- Scholarly (Citation, technical word) - Narrative (Stories, examples)
37
Vividness
Being concrete, not being vague
38
Underlying assumption (3)
- Logical link between evidence and claim - Things that the writer of the claim thinks we already knows - Helps tell if evidence of a claim is relevant
39
Reality assumption
Our belief about reality, about the way things are
40
Value assumption
Our ideal, what we think is right and wrong, our belief about how things should be
41
Causal claim
Generally, most claims
42
Cause & effect
Events responsible bringing about another event
43
Causal Explanation
Interpretation of cause-effect relationship
44
Rival Cause
Other cause that account for the same effect
45
Positive effect of conflict (4)
- Bring attention to a problem - Help understand other's position and ideas - Help voice ideas - Challenge thinking
46
Negative effect of conflict (4)
- Negative emotion and stress - Can reduce communication - Can make leaders avoid participative leadership for more authoritarian decisions - Negative stereotyping and work group division
47
Task Conflict
Disagreement over ideas and decisions
48
Relationship Conflict
Interpersonal incompatibilities (personal level)
49
Source of conflict (5)
- Informational Factor - Perceptual Factor - Role Factor - Environmental Factor - Personal Factor
50
Informational Factor
Different point of view on basis of different information
51
Perceptual Factor
Different interpretation of the same thing
52
Role Factor
An individual's role in an organization is being threatened
53
Environmental Factor
Scarce resources, uncertainty, presence of zero-sum game
54
Personal Factor
Different personal values
55
Conflict handling styles (5)
- Integrating - Obliging - Dominating - Avoiding - Compromising
56
Integrating
Let's find the ideal outcome (win-win)
57
Obliging
Sure whatever you say
58
Dominating
My way or highway (win-lose)
59
Avoiding
Conflict? Nothing is wrong (passive negotiation)
60
Compromising
Let's meet halfway
61
BATNA
Best alternative to a negotiated agreement
62
When do you only negotiate (Relative to BATNA)
Current BATNA > Costs
63
Stages of negotiation process (6)
- Negotiation preparation - Understanding the needs of other party - List and discuss possible solution - Employ discussion tactic - End negotiation - Evaluate how it went
64
How to prepare for negotiation (4)
- Organize issue - Talk to people who has info you need - Research opposing party - Consider BATNA
65
Common forms of leverage (3)
- Leverage of legitimacy - Leverage of timing - Leverage of limited authority
66
Leverage of legitimacy
Give impression that issue is not negotiable
67
Leverage of timing
Tell party you want to leave to think about the deal
68
Leverage of limited authority
Negotiate with the person who has authority
69
Process tactics (7)
- Silence - Good guy / Bad guy - Trial balloon - Bait-and-switch - Outrageous behavior - Red herring - Bluffing
70
Good guy / Bad guy
Get another person to make a concession
71
Trial Balloon
Question to assess negotiating counterpart position without revealing your plan
72
Bait-and-switch
Attract interest with great deal, but only committing to a mediocre one
73
Outrageous Behavior
Socially unacceptable conduct to force other side to make a move
74
Red Herring
Minor points raised to distract from the more important ones
75
Bluffing
Lying
76
When to use mediation (3)
- When negotiation failed - When lack of trust between parties - Help reach amicable agreement
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