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Anchoring and adjustment heuristic
a natural tendency for people to be influenced by an initial point, that they will not move
away from even if they receive new information
availability heuristic
making a decision based on the answer that most easily comes to mind
bounded rationality
the view that people are bounded in their decision making capabilities-tendency toward
satisficing rather than maximizing
cognitive dissonance
unpleasant mental experience of tension resulting from two conflicting thoughts or
beliefs
confirmation bias
a tendency to search for information that supports our preconceptions and to ignore or
distort contradictory evidence
decision making
attempting to select the best alternative among several options
Design Thinking
a human-centered, solution focused creative process that applies intuition and analytics
to fix problems/create solutions
divergent thinking
reframing a problem in a unique and different way
employee involvement
the degree to which employees influence how their work is organized and carried out
escalation of commitment
the tendency to repeat an apparently bad decision or allocate more resources to a
failing course of action
implicit favorite
a preferred alternative that the decision maker uses repeatedly as a comparison with
other choices
intuition
the ability to understand something immediately, without the need for conscious
reasoning.
learning orientation
beliefs and norms that support the acquisition, sharing, and use of knowledge as well as
work conditions that nurture these learning processes
prospect theory effect
a natural tendency to feel more dissatisfaction from losing a particular amount than
satisfaction from gaining an equal amount
representativeness heuristic
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a natural tendency to evaluate probabilities of events or objects by the degree to which
they resemble other events or objects rather than on objective probability information
Satisficing
choosing a "good enough" alternative rather than something great
scenario planning
a systematic process of thinking about alternative futures and what the organization
should do to anticipate and react to those environments
self-enhancement
the desire to maintain, increase, or protect one's positive self-views
Brainstorming
the process of getting a group to think of unlimited ways to vary a product or solve a
problem. no criticism allowed
Brainwriting
a variation of brainstorming whereby participants write (rather than speak about) and
share their ideas
Brook's Law
adding more people to a late project makes the project later
electronic brainstorming
a form of brainstorming that relies on networked computers for submitting and sharing
creative ideas
evaluation apprehension
a problem in decision-making where individuals are reluctant to share ideas for fear of
judgement
nominal group technique
variation of brain-writing consisting of 3 stages where individuals 1)silently and
independently document their ideas, 2) collectively describe these ideas to the other
members without criticism, 3) silently and independently evaluate the ideas presented
Norms
rules and expectations by which a society guides the behavior of its members
process losses
resources (time and energy) expended toward team development and maintenence
production blocking
a time constraint in team decision making due to the procedural requirement that only
one person may speak at a time
role
set of behaviors that people are expected to perform because they hold certain
positions on the team
self-directed teams
set their own goals and pursue them in ways defined by the team
social loafing
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the tendency for people in a group to exert less effort when pooling their efforts toward
attaining a common goal than when individually accountable
task interdependence
the degree to which team members interact with and rely on other team members for
the information, materials, and resources needed to accomplish work for the team
team building
a process that consists of formal activities intended to improve the development and
functioning of a work team
team cohesion
the degree of attraction people feel toward the team and their motivation to remain
members
team efficacy
the collective belief among team members in the team's capability to successfully
complete a task
Teams
groups of two or more people who interact and influence each other, are mutually
accountable for achieving common goals associated with organizational objectives, and
perceive themselves as a social entity within an organization
virtual teams
teams that use computer technology to tie together physically dispersed members in
order to achieve a common goal
Communication
A process through which you send messages to and receive messages from others.
emotional contagion
the nonconscious process of "catching" or sharing another person's emotions by
mimicking that person's facial expressions and other nonverbal behavior
Grapevine
an unstructured and informal communication network founded on social relationships
rather than organizational charts or job descriptions
information overload
A condition in which information inflow exceeds an individual's processing capacity
MBWA (Management by Walking Around)
leaders get out of their offices in an unstructured approach to learn from others in the
org and have face-to-face dialogue
media richness
a medium's data carrying capacity/ volume and variety of info that can be transmitted
Persuasion
the use of facts, logical arguments, and emotional appeals to change another person's
beliefs and attitudes, usually for the purpose of changing the person's behavior
social presence
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The extent to which a communication channel creates psychological closeness to
others, awareness of their humanness, and appreciation of the interpersonal
relationship
Synchronicity
the extent to which a channel allows you to get immediate feedback
