PERCEPTION
“ SAME ACCIDENT TWO DIFFERENT PERCEPTION”
GROUP 14
CHANDAN C KAMATH (101202101) RAMPRASAD (101202041)
ABSTRACT
The case discusses the impact of Perception
on Decision making.
How 2 people can interpret same thing
differently.
How attribution may assist in or distort
one’s judgments.
Common errors or decision biases.
GIST OF THE CASE
Aaron Moore, newly hired GM of CTA goes through the 3
reports about the accident.
The Police Report• On July 9, Bus no.3763 meets with an minor non
injury accident.• At The Accident Scene
• Driver was not there at the site• Passengers were transferred to a back up
Bus• Damaged bus was taken to City Bus
garage.
Gist of the case (contd.)
REPORTS
JENNIFER TYE
Director, City Transit Authority (CTA)
MICHAEL MEYER
Driver of the bus
Michael was suspected of
drunken driving.
Moreover spotted at the local
tavern around 3p.m.
Was not present at the accident
site.
He had violated 2 sections of
CTA Transportation Agreement.
SHE RECOMENDS
DISSMISAL OF MICHAEL
Avoiding a bicycle rider, led to
the accident.
In this incident his phone was
damaged, so was forced to use
the nearest phone booth 4 blocks
away.
Reports the accident to company
as well as union.
At site finds his bus missing,
frightened returns to CTA.
As shift had already ended at 3,
so he stops for a drink.
CONCEPTS APPLIED
PERCEPTION
ATTRIBUTION THEORY
SHORTCUTS IN JUDGING OTHERS
COMMON BAISES AND ERRORS
ORGANIZATIONAL CONSTRAINTS
IMPRESSION MANAGEMENT
THE RATIONAL DECISION-MAKING PROCESS
THEORETICAL FRAMEWORK
Independent Variable
Attribution Theory
Short cuts in Judging
Organizational constraints
Perception
Intervening Variables
Fundamental Attribution error
Selective perception/Halo effect/Stereotyping
Performance Evaluation &Reward system
Theoretical framework ( Contd. )
Moderating Variables
Rational Decision Making process
Impression Management
Perceiver/Situation
Dependent Variable
Decision Making
CONCEPT MAP
Independent Variable Intervening variable Dependent Variable
Moderating
• Attribution
Theory
• Short cuts in
Judging
• Organizational
constraints
• Perception
• Rational Decision
Making process
• Impression
Management
• Perceiver
• Situation
• Fundamental Attribution error
• Selective perception
• Halo effect• Stereotyping• Performance
Evaluation Reward system
Decision Making
ISSUES RELATED TO THE CASE
1.Why are the 2 reports submitted by Jennifer & Mike so different? Did Jennifer & Mike have different perception of the same incident?
Jennifer, Stereotypes Mike as “Blue Collar” worker.
Suspected of
Drunken Driving
Breaking of rules
Found In tavern
Not present at site
Re-enforcing Decline Process
Michael Meyer’s report can be explained with help of
FIXES THAT FAIL archetype
Re-enforcing Decline Process
Difficulty in proving innocence in case
Tries to Communicate with Higher Authorities
Unintentionally Breaks the rule of CTA Agreement
(-)
DELAY
Yes,
• Jennifer and Mike have different perceptions.
• As Jennifer underestimates the external factors
& overestimates the internal factors.
• She takes shortcuts in decision making.
• But, Mike tries to prove his innocence and
narrates his story.
2. What additional information would you need if you were in Aaron Moore’s position? How can he clarify his own perception of the incident?
By going through the reports one cannot come to a decision. By
adopting Rational Decision-Making Process we can resolve this issue
in a very efficient manner.
The 6 steps are as follows:
• Defining the problem
• Identifying the decision criteria
• Allocating weights to the criteria
• Developing the alternatives
• Evaluation
• Selection
3. Given the information presented above, how would you recommend resolving this problem?
Analyze the Situation
Finding the Alternatives
Reducing the impact of Bias & Errors
• Checking if there is any difference between the 2 reports.
• Ask the passengers of the bus
• Based on the analysis coming to a decision
4. Can transport director Jennifer Tye use Impression management? What strategy would she use if her recommendation is accepted? If her recommendation is overruled?
Impression managementAttempt to control
impressions others form about them
Apologies
Admitting the fault & seeking pardon
Self Promotion
Highlighting best qualities & downplaying deficits to promote oneself
The next part of issue can be explained by SHIFTING THE BURDEN ARCHETYPE
DELAY
Tendency to use shortcuts
Problem of perception in
communication
Rational Decision Making Process
Overruling of theGiven
recommendations and procedures
R.D.P
LINIER THINKING MODEL
Jennifer could use the impression management in the following manner:
Independent Variable Dependent Variable
Using Impression
Management
• Promotion Enhancing Strategy
• Demotion Prevention
Strategy
THANK YOU
HAVE A GREAT LIFE