QUIZ 2 OB Flashcards
(144 cards)
1
Q
What is an emotion
A
Intense feelings directed at someone or something
2
Q
what is a better definition of emotion
A
An appraisal of an event and one’s reaction to it
3
Q
What were the outcomes associated with marshmallow test 10-40 years later
A
brain scans reveal more activity in the prefrontal cortex
(executive functioning area)
4
Q
what do all of these outcomes (academic, career, interpersonal, health) have in common?
A
They all involve sacrificing short-term goals for long-term goals
5
Q
What is delay of gratification
A
Managing competing motivations, especially short-term and long-term goals
6
Q
” I want that cookie, but I also want to lose weight”
- “I want to go to the party, but I also want to do well on the exam
A
delay of gratification
7
Q
emotional, impulsive, reflexive responses, limbic system
A
hot system
8
Q
cognitive, slow, strategic responses, prefrontal cortex
A
cool system
9
Q
what are emotions
A
appraisals of events and our reactions to them
10
Q
how do people effectively control their “hot” impulses
A
cognitive reframing
11
Q
What is cognitive reframing
A
-cooling down the tempting stimulus by thinking more abstractly
- heating up the desired stimulus by thinking more concretely
-reappraising a “hot” emotion
12
Q
which of the following techniques would make it easier to delay gratification
A
imagining the marshmallow as a fluffy cloud
13
Q
thinking hot and cold about a fight
picture self as a fly on the wall or imagine self-projected onto movie screen
-take third-party perspective
-affects marital satisfaction, conflict resolution, and other relationship outcomes
A
Cognitive reframing: cooling things down
14
Q
Thinking of how you feel when you are studying for an exam, When do you experience your peak level of anxiety?
A
In the days and weeks immediately leading up to the exam
15
Q
(Saving for retirement ex) Money now for current self, or later(future self)
A
self-regulation dilemma
16
Q
(Saving for retirement ex) People place more value on immediate versus delayed rewards
A
Hyperbolic discounting
17
Q
causes people to under-save for retirement
-current self is concrete, future self is abstract
A
heating things up: saving for retirement
18
Q
Imagine that you work in a large organization of about 500
employees. Tomorrow, you are scheduled to give a thirty-
minute keynote speech in front of the whole company,
including the CEO and the executive board. This makes you
feel extremely anxious.
A
Try to be excited instead of anxious
19
Q
-anxiety thought of as bad for performance
- people often try to manage their anxiety by. calming themselves down
A
reappraising a problematic “hot” emotion
20
Q
how can we self-regulate more effectiviely?
A
-dont just react
-actively construe events to optimally their hot and cool properties, “cool down” the present, “heat up” the future
- reappraising a problematic “hot” emotion
21
Q
the ability tounderstand and influence one’s own and others emotion
A
emotional intelligence
22
Q
how to develop emotional intelligence
A
-know yourself
-empathize
-pay attention to non-verbal signs
-own your emotions
-listen to your body
-it is not about suppressing your emotions
23
Q
the ability to influence one’s own emotions
A
emotional regulation
24
Q
What not to do for emotion regulation
A
control or fight against them
- ignore them and avoiding situations that may trigger those emotions
25
What to do for emotion regulation
accept how your feel
-name and acknowledge your emotions
validate your emotions
accept the physical sensations that come with the emotions
26
dealing with your negative thoughts
1.distract
2.combat
27
replace negative feelings with positive feelings
distract
28
use evidence. "not everything you think is true"
combat
29
negative thinking predominantly is __ or ____ based
fear, apprehension
30
what causes negative thoughts
stressful events a common cold, exhaustion, criticism, hunger, sleep deprivation, allergies
31
mental state achieved by focusing one's awareness on the present moment, while calmly acknowledging and accepting one's feelings, thoughts, and bodily sensations
mindfulness
32
a practice where an individual uses a technique- such as mindfulness or focusing the mind on a particular object, thought or activity- to train attention and awareness and achieve a mentally clear and emotionally calm and stable state
meditation
33
what is emotional intelligence
specific type of social intelligence related to one's ability to:
-understand and influence emotions in the self and others
-regulate one's own and other's emotions accordingly
34
why is social influence important
-leadership is about getting things done through others
-motivating a highly individualistic work force is hard
- playing the "because I'm the boss" card is out
35
hard science in the skill of persuasion from ____
psychological research
36
cialdini's six principles of influence: people will do something because
-social proof
-liking
-authority
-commitment and consistency
-scarcity
-reciprocity
37
possibly the simplest social psychology experiment ever conducted
social proof
38
which message would be most effective at getting people to conserve energy in their homes
other people in your community turn off unnecessary lights
39
what you should do////you shouldn't litter, you should exercise
perspective norms
40
what the majority of people (especially people of ur cohort) actually do
descriptive norms
41
many persuasive messages rely on ____ norms and ignore the important role of ________ norms
prescriptive, descriptive
42
descriptive norms can ______ prescriptive norms
undermine
43
participants who were mimicked liked the confederate more
liking-mimicry
44
generator of affection and trust
-increases compliance with the wishes of the person offering the praises
-find things that you can sincerely admire
liking-praise
45
which influence technique are make-up counters using when they dress their sales people in lab coats
authority
46
3.5X more people followed jaywalker in a suit into traffic than a jaywalker in street clothes
authority
47
most infamous social psychology experiments ever conducted(authority):
milgrams obedience studies
48
only people who had previously committed to watching someone's stuff on the beach chased after a robber in a staged theft
commitment and consistency
49
larger request can be done if they had previously agreed w a smaller request
foot in the door effect
50
which influence does the new COVID 19 corona virus leading to toliet paper shortages illustrate?
scarcity
51
hte same exact item is valued more once it becomes scarce "people want more what they can have less of"
scarcity
52
how does scarcity increase value?
-heuristic to gauge actual value
-triggers psychological reactance: we don't want our freedoms taken away, we respond by valuing more of what we cant have
53
beliefs about the typical characteristics of a member of a particula group
stereotyping
54
modern discrimination is often subtle, indirect, outside of conscious awareness
modern bias
55
modern discrimination is often subtle, indirect, outside of conscious awareness
moder bias
56
most people dency prejudice- only about ___ of people in western cultures display overt racism
10 %
57
______ of minority group members report encountering discrimination on a daily basis
30-50%
58
modern discrimination is often ________ outside of conscious awareness
subtle, indirect
59
hopes, achievements, advancement, and ideals
promotion orientation
60
safety, responsibility, security, and vigilance
prevention orientation
61
____ of the questions to male were promotion-orientated
67%
62
___ questions to female were prevention-orientation
66%
63
-primary tools of fast automatic judgment
-a pattern imposed on complex relative to help us interpret, explain, and predict
-allow us to interact effectively with the world
schemas
64
organized set of general knowledge and beliefs about people's traits and charactertisics
person schemas
65
person schemas help us _______
go beyond the information given
66
quick and easy: short cuts, cognitive economy
advantages of stereotypes
67
cognitive short-cuts can lead to errors
-individuals expected to behave n line with group stereotypes... but also experience anxiety re: confirming negative stereotypes
disadvantages of stereotypes
68
stereotype-inconsistent behavior threatens our ability to make sense of the world
expectancy violations
69
stereotypes are ____, not just descriptive
prescriptive
70
"women are empathic and family orientated"
stereotype
71
women __should be__ empathic and family orientaetd
implied message
72
when a persons behavior violates stereotype
others reinterpret the behavior in stereotpe-consistent way when possible
73
when can't reinterpret, can have a "boomerang effect"
non-empathic becomes counter-empathic: cold, abrasive, uncooperative
74
members of a certain group (A) experience anxiety and (b) concern that they will potentially confirm a negative stereotype
stereotype threat
75
lose precious cognitive resources___
needed for the task to threat management
76
stereotype threat contributes to an ________ among different groups of students
achievement gap
77
asian American women performed better on a mathematics test when their _______ was activated, but worse when their _______ was activated, compared with a control group who had neither identity activated.
ethnic identity, gender identity
78
teaching about stereotype threat:
not representing one's group as much because repesenting self
79
what is stereotyping
beliefs about the typical characteristics of members of a group
80
why do people stereotype?
shortcuts/ schemas
81
what're the consequences of stereotyping
-errors in interpretation
-for members of stereotyped groups
-expected to conform to stereotypes
-fear of confirming negative stereotypes affects performance
82
when prices rise above their actual value for stocks, houses
economic bubbles
83
when do bubbles pop
when demand is exhausted
84
speculation about stock trends always involves subjective judgments of the probability that are prone to bias
driven by investors beliefs that the value of something will increase
85
irrational decisions are made sometimes, what do you do about it
decision making is predictably irrational
86
predictable irrationality
individual decision-making heuristics and biases
-representativeness
-wishful thinking
-sunk costs
-emotion
-overconfidence
-attention biases
87
the co-occurrence (conjunction) of 2 events (being a bank teller and feminist) cannot be greater than the likelihood of either event alone
conjunction fallacy (results from the representativeness heuristic)
88
people base judgments of probability on the degree to which one thing resembles a category prototype and neglect base rate probability
representativeness heuristic
89
-what we want to happen influences our judgements about what will happen
-people overestimate the probability of success of entities with which they are or feel associated
wishful thinking
90
-exhibited biased information search and processing
-more likely to seek out evidence that supports our desired outcome
-more likely to find flaws in arguments against what we hope to be true
ex: someone who doesnt want to vaccinate their baby
wishful thinking
91
-more likely to assess trends as actually going in the direction we hope they are going
-people listen more and give more leeway to pundits who are confirming what people want to hear
-two people with different motivations will interpret the same information differently
market implicaions of wishful thinking
92
-escalation of commitment: throwing good money after bad
-rationally: you should make decisions based on prospects and should not be influenced by ____
sunk costs
93
sunk costs example
the concorde fallacy
britain and france jointly developed the concorde in 1969
before first flight, it was clear that operating the concorde would cost more than it would make
94
-sunk costs change people's subjective experience of their prospects- more optimistic about future prospects once you've sunk resources into something
- more likely to defend and justify that thing
implications of sunk costs
95
traditional models of decision making derived from economics: rational decision making requires that emotions are divorced from cognitive reasoning
emotions and decision making
96
our emotions change how we calculate risk and reward (panic selling, gambling, shopping)
market implications of emotional decision-making
97
the "lake wobegon effect" "all the women are strong, all the men are good-looking, and all the children are above average"
overconfidence
98
we are all motivated to have a positive view of ourselves/ maintain our self-esteem
overconfidence
99
overconfident in own intuitive judgments
-overestimate the precision of our information
-we think we're less likely to be biased than other
implications of overconfidence
100
anomalies of attention are behind many of the errors we make
-attention is a limited resource
-people generally do not know what attracts their attention and why
-social bias of attention- people pay attention to what others are paying attention to
attention biases: selective attention
101
we dont have the info processing capacity to pay atention to every opinion
-rely on short-cuts: what are most people saying? what are the experts saying? What's in the news? what do I remember?
-news stories are written to be attention-grabbing ad media cascades attention on certain assets
- people are more likely tobuy assets that are top of mind
-consequently, it is nearly impossible for people to fulfill the rational decisoin making criterion of having complete inforkaiton
market implications of attention biases
102
a behvaioral economics explanation of financial bubbles that incoporates our predictabely irrational hueristics and biases
putting it all together
103
are we "rational" decision-makers?
we aren't terrible but we also aren't fully rational; we are predictably irrational
104
what factors (general and specific) affect our ability to make good decisions
-heuristics and biases (shortcuts and rules of thumb that can lead our decision making astray
-1) representativeness
-2) wishful thinking
3)sunk costs
-4) emotion
-5) overconfidence
-6) attention biases
105
what are some practical implications of rational vs. irrational decision-making?
-our predictable irrationally influences all decision-making domains, from financial investments to organizational decisions to selecting a spouse to choosing what to eat for dinner
-we must abandon the notion that we are fully rational and begin to understand and biases that systematically influence our decision making
106
motivation defined
-amount of effort(intensity)
-direction of effort
-persisitence of effort
107
engage in an activity for reward
-pay, promotions, perks praise, punishment
extrinsic motivation
108
engage in an acitivty for its own sake (no tangible rewards)
-pure enjoyment of a taks, to achieve mastery, to prove something to oneself
intrinsic motivation
109
operant conditioning, expectancy theoyr, equity theory
extrinsic motivation
110
self etermination theory, cognitive evaluation theory, job design
intrinsic motivation theories
111
operant conditioning basic principles
-reinforcement of desrired behaviors
-schedule of reinforcemnet
-shaping
112
- a behavior followed by a reward is likely to be repeated
-a behavior followed by the elimination of negative stimulus is likely to increase
reinforcement (increase desirable behavior)
113
-a behavior followed by a negative stimulus is likely to decrease
-a behavior followed by the elimination of. apositive stimulus is likely to decrease
punishmnet( decrease undesirable behavior)
114
what is operant conditioning good for?
-behaviors that can be clearly indentified, monitored, and paired w/ a reinforcer
-behaviors that can be consistently reinforced or punished
-identifying unintentional reward structures
-not complex behaviors that are rewarded in the long term
115
which motivation theory is concerned with people's beliefs about whether they will ever receive a hypothetical reward
expectancy theory
116
people are motivated when they believe:
-effort->performance
-performance->reward
-rewards are valued
117
motivation=
E*I*V
118
Effort -> performance
-i don have the skills
-i don't have the rools or support
-i don't know what consittutes
119
what is expectancy theory good for?
- can be used as a guide to motivate longer-term, more complex behavior
-can explan situation in which a reward is present, but doesn't increase behavior
120
which motivation theory is related to the social comparison component of omtivation
equity theory
121
individuals seek balance between their own ratio of inputs to outputs as copmared to other
basic premise
122
equity--- satisfaction
we both stud 10 hours and we both get a B
123
over-rewarded-- tension(guillt)
she studies 10 hours and gets a B, I study 10 hours and get an A
124
under-rewarded---tensions
we both study 10 hours and I get a B, but she gets an A
125
when employees perceive inequity they may:
-decrease their efforts to a "fairer" level
-try to increase outputs either by working harder or complaining
-feel bad about their own qualifications and effort
-degrade others qualifications and effort
-compare self to the different referent
-quit
126
Some issues with the theory
* Based on perceptions of one’s own and others’ inputs
* Overcompensation isn’t as much of a problem as the theory proposes
* Limited prescriptive value:
* Ensure that distribution of rewards is fair (consider inputs,
outputs, and referents)
* Manage employees’ perceptions of fairness
* Help employee’ realistically assess their inputs & outputs
equity theory: organizational applicatoins and limitations
127
connect rewards to specific behaviors
-identify obstacles that might undermine the successful implementation of a reward system
-lack of efficacy to achieve the rewards
-the wrong rewards
-an unfair reward system
Extrinsic Motivation Theories:
Key Takeaways
128
According to Operant Conditioning Theory, which kids will spend
the most time coloring 2 weeks after the initial experiment?
A)
A) The kids who expected to get the “good player” award
B) The kids who got a surprise “good player” award
C) The kids who colored with no reward
D) Both A and B <-----
129
What is the difference between intrinsic and extrinsic motivation?
Intrinsically motivated people engage in a task for its own sake (e.g., interest, enjoyment,
mastery). Extrinsically motivated people engage in a task for tangible rewards (e.g., pay,
promotion, praise, punishment)
130
which is more effective – intrinsic or extrinsic motivation?
– Extrinsic motivators are important, i.e., people need $
– BUT extrinsic motivators can crowd out intrinsic motivation
131
A natural inclination toward assimilation, mastery,
spontaneous interest, and exploration, which leads to
two general kinds of behavior:
intrinsic motivation
132
seeking out novelty and challenges to explore to learn
seeking stimulation
133
conqueing challenges to extend or exercise our capabilites
seeking challenge
134
We are intrinsically drawn towards challenge
and towards mastering challenges.
The social context determines whether
these motivations influence behavior.
self-determination theory
135
A sub-branch of self-determination theory
* Emphasizes the role of autonomy - who regulates (or what causes)
your behavior?
– You are most motivated when you feel like you’re in control of your behavior.
* Extrinsic rewards can undermine intrinsic motivation when the former
feel controlling or coercive or are perceived as the cause for engaging in a
behavior
Cognitive Evaluation Theory
136
Hackman and Oldham (1975) Model:
* Focus is on the task
* 3 critical psychological states for intrinsic motivation:
– Experience work as meaningful
– Experience responsibility for the results
– Knowledge of results
The Classic Work Redesign Model
(i.e., Job Characteristics Model)
137
What facilitates intrinsic motivation?
Feelings of autonomy, competence, and relatedness.
– These are determined by the interaction between one’s own internal drives
and the social (or work) context.
138
How do we design intrinsically motivating jobs?
Design work to optimize three psychological states: meaningfulness, responsibility
for outcomes and knowledge of the results
– Do this by designing jobs with five core dimensions: skill variety, task identity,
task significance, autonomy, and feedback
139
Context surrounding the teleconference
–High stakes, high pressure environment
* Public & presidential pressure to launch; lots of interest in
the “teacher in space”
* Multiple delays already over past 5 months
* Late, last-minute discussion to revisit tomorrow’s launch
Factors Influencing the Launch
Decision (1)
140
* Group properties
–Size – Large group, not in one location
–Roles – Disparate interests lead to biased assessments
of risk (wishful thinking)
* NASA managers - avoid embarrassment
* Thiokol engineers - register concerns with O-rings
* Thiokol managers - keep NASA as a client
Factors Influencing the Launch
Decision (2)
141
Group decision-making process
–Unstructured discussion
* Conversation dominated by a few, mainly high-status members
* No facilitator making sure everyone’s voice is heard
* No focus on one issue at a time
–General framing of problem
* Assumption launch was “go” & Boisjoly must prove otherwise
* No attempt to articulate shared goals
Factors Influencing the Launch
Decision (3)
142
Situation in which group pressures for conformity deter the
group from critically appraising unusual, minority, or
unpopular views
* More likely with
–Groups that want to protect their positive image
–Cohesive groups
–Homogenous (non-diverse) groups
–Time pressure
–Highly consequential decisions
–Certain leadership styles, e.g., leader shares opinion first
Factors Influencing the Launch Decision (4)
GroupThink
143
Group dynamics
–Pluralistic ignorance – “Nobody is saying anything,
so everyone must agree.”
–Afraid to disagree with the boss – everything
changes when Hardy says he is “appalled”
–General tone – emotional, heated, defensive, moral;
increasingly resorted to abstractions (“trust me”)
Factors Influencing the Launch Decision (4)
144
ncomplete and ambiguous data
– Chart faxed to NASA did not show clear correlation
between temperature and O-ring failure
– Regularly referenced data others on call could not see
– Data was ambiguous, needed the group to explore novel
possibilities for making sense of it
factors influencing the launch decision (5)
