Question 3: “For a cohesive society education must prepare our citizens to feel a sense of commitment to the land where they were born and to represent the needs of all the citizens whenever they hold any position of authority. School activities that encourage ethnic groups to maintain ties with Mother India and Mother Africa and encourage ethnocentrism will prove counterproductive”. Discuss this statement and argue your position. “The foundation of every state is the education of its youth”-
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• Bazerman‚ M. H. & Moore‚ D. A. (2009). Common biases. Chapter 2 of Judgment in Managerial Decision Making. New York: John Wiley & Sons. Read pages 14-33 and 36-41 (i.e.‚ skip bias 10). • Bazerman‚ M. H. & Neale‚ M. A. (1992). The irrational escalation of commitment. Chapter 2 of Negotiating Rationally. New York: Free Press.
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Definition of Anchoring Effect: Agents would make decisions based on adjacent arbitrary event or exposure. It is one kind of “representativeness” heuristic Bounded rationality (heusistics) leading to preference reversal in the Prominence effect and response and Compatibility effect Agents use heuristics which‚ on average work‚ but sometimes it leads to inconsistent choices (preference reversal) in regards to the matching of prices/costs Bounded rationality (heusistics) leading to preference
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Dissonance Contents Introduction to the Theory of Cognitive Dissonance…………………………………………………………..3 Theories and Research in Cognitive Dissonance………………………………………………………………….4 Cognitive Dissonance - Driving the Escalation of Commitment…………………………………………..6 Cognitive dissonance in the workplace……………………………………………………………………………….8 WAYS TO REDUCE COGNITIVE DISSONANCE……………………………………………………………………….9 HOW CAN A MANAGER/ORGANIZATION HELP REDUCE COGNITIVE DISSONANCE…………….10 Introduction
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they claimed that their case was different because their facts were different than the Apple case (FoxNews‚ 2014). Amazon’s failure to see they were ‘continuing with a failed course of action’ in order to save face is a clear example of “Escalation of Commitment” (Phillips & Gully‚ 2014‚ p. 295). There seems to be a pattern in behavior where these companies see the opportunity to make additional profit with Apps‚ but seldom accept responsibilities for their actions until the problem escalates
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Chapter 1 Claiming Value in Negotiation 5-Step pre-negotiation framework: 1. Assess your BATNA 2. Calculate your reservation value 3. Assess the other party’s BATNA 4. Calculate other party’s reservation value 5. Evaluate the ZOPA Responding to their initial offer (Strategies): 1. Ignore the Anchor 2. Separate information from influence 3. Avoid dwelling on their anchor 4. Make an anchored counter offer‚ then propose moderation 5. Give them time to moderate
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Negotiation Genius – Deepak Malhotra & Max H. Bazerman Chap 1 = Claiming Value in Negotiation Strategies for “Claiming Value” 1) Assess your BATNA a. Identify all plausible alternatives b. Estimate the value of each alternative c. Select the best alternative; this is your BATNA 2) Calculate your RP 3) Assess the other party’s BATNA 4) Calculate the other party’s reservation value 5) Evaluate the ZOPA Common Negotiator Mistakes [pg. 27] * Making
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teams around at 2pm‚ as is common practice? Furthermore‚ why did no one else suggest or demand that the teams turn around at 2pm? An analysis of the team dynamics and the conditions surrounding the teams point to three main reasons: An escalation of commitment on the part of leadership; cognitive biases within leadership‚ and a lack of team dynamics conducive to constructive dissent. The main issue facing both Adventure Consultants and Mountain Madness‚ therefore‚ is how to ensure that this sort
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Chapter 11 – Decision Making What is Decision Making? * Decision making – the process of developing a commitment to some course of action * Can also be described as a process of problem solving * Problem – a perceived gap between an existing state and a desired state Well-Structured Problems * Well-structured problems – a problem for which the existing state is clear‚ the desired state is clear‚ and how to get from one state to the other is fairly obvious * Decision making takes
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Empirical Assessment of Organizational Commitment and Organizational Effectiveness." Administrative Science Quarterly 26 : 1-13. Arkes‚ H. R. and C. Blumer (1985). "The Psychology of Sunk Cost." Organizational Behavior and Human Decision Processes 35 : 124-140. Basili‚ V. R.‚ G. Caldiera‚ et al. (1992). "A Reference Architecture for the Component Factory." ACM Transactions on Software Engineering and Methodology 1 (1): 53-80. Bowen‚ M. G. (1987). "The Escalation Phenomenon Reconsidered: Decision
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