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HBP chapter 6
Cognitive biases
| Term | Definition |
|---|---|
| Affect/emotion heuristic | Tendency to make a decision or to solve a problem by being influenced by one's own emotional states |
| Base rate fallacy (cognitive bias) | Tendency to ignore base rate information (generic, general information) and focus on specific information (information only pertaining to a certain case). |
| Brainstorming | Idea-generation process that specifically encourages any and all alternatives while withholding any criticism of those alternatives |
| Brainwriting | Idea-generation process that limits group discussion and that requires members to write their creative ideas and pass them to other group members |
| Completer finisher | Perfectionists. People who will check thoroughly for details, pay particular attention to deadlines and make sure the word is entirely done when it is due. |
| Confirmation bias (cognitive) | Tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments |
| Coordinator | Traditional team leaders, excellent listeners, set smart objectives and recognize the added value of each team member. They are calm, good natured and are able to delegate tasks easily. |
| Default heuristic | Tendency to choose the default or standard action among several possible actions |
| Escalation of commitment (cognitive bias) | An increased commitment to a previous decision in spite of negative information |
| Gambler’s fallacy | Tendency to think that future probabilities are altered by past events, when in reality they are unchanged. |
| Group polarization (or group shift) | Change between a group's decision and an individual decision that a member within the group would make, the shift can be toward either conservatism or greater risk but it is generally toward a more extreme version of the group's original position |
| Groupthink | Phenomenon in which the norm for consensus overrides the realistic appraisal of alternative courses of actions |
| Heuristic | Any approach to problem solving that employs a practical method not guaranteed to be optimal or perfect, but sufficient for the immediate goals |
| Implementer | Conservative, disciplined people who turn the team's ideas into practical actions and plans. Systematic and efficient people #swissgermans |
| Loss aversion (cognitive bias) | Tendency to strongly prefer avoiding losses than acquiring gains |
| Monitor-evaluator | Monitor-Evaluators are best at analyzing and evaluating ideas that other people (often Plants) come up with. These people are shrewd and objective, and they carefully weigh the pros and cons of all the options before coming to a decision. |
| Overconfidence (cognitive bias) | Tendency to have excessive confidence in one's own answers to questions |
| Planning fallacy (cognitive bias) | Tendency to underestimate the time needed to complete a task |
| Plant | The Plant is the creative innovator who comes up with new ideas and approaches. |
| Recognition heuristic | Tendency to consider the most easily recognized item as having the greatest value or being the correct solution |
| Resource investigator | Innovative and curious, they explore the team's options and look for ressources on behalf of the team. They work with outside stakeholders, are extraverted. |
| Shaper | Shapers are people who challenge the team to improve. They are dynamic and usually extroverted people who enjoy stimulating others, questioning norms, and finding the best approaches for solving problems. |
| Shared information | Tendency of group members to discuss more about information that everyone knows rathen than the unique information that only one or a few members know |
| Specialist | They have special skills and ability that allow them to make the team go further. An IT person would be a good example |
| Teamworker | Essential for team cohesion and support. |
| Type 1 process | Implicit (automatic), unconscious process |
| Type 2 process | Explicit (controlled), conscious process |
| Sunk Cost Fallacy | Happens when someone continues to dedicate resources, including time and money, to a failing course of action. |
| Anchoring Bias (cognitive bias) | Describes the common human tendency to rely too heavily on the first piece of information offered (the “anchor”) when making decisions. |
| Availability (cognitive bias) | Mental shortcut that relies on immediate examples that come to a person's mind when evaluating a specific topic, concept, method or decision. More important than other possible alternatives. |
| Framing effect (cognitive bias) | People react to a particular choice in different ways depending on how it is presented. In fact, choices can be worded in a way that highlights the positive or negative aspects of the same decision, leading to changes in their relative attractiveness. |
| Status quo bias (cognitive bias) | When people prefer things to stay the same by doing nothing or by sticking with a decision made previously. Keep the current state of affairs: you won't have to make a decision and you can be sure there won't be any consequences of a bad decision. |
| Hindsight Bias (cognitive bias) | Inclination, after an event has occurred, to see the event as having been predictable, despite there have been little or no objective basis for predicting it. |
| Premortem | Managerial strategy in which a manager imagines that a project or organization has failed, and then works backward to determine what potentially could lead to the failure of the project or organization. |
| Joint evaluation | options are evaluated simultaneously |
| Social loafing | people are prone to exert less effort on a task if they are in a group versus when they work alone. |
| Devil's advocate | Someone who, given a certain argument, takes a position they do not necessarily agree with for the sake of debate or to explore the thought further |
| Nominal group technique | Group process involving problem identification, solution generation, and decision making. ... For example, it can identify strengths versus areas in need of development, rather than be used as a decision-making voting alternative. |
Created by:
abbenard
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