【经管院每周系列讲座第352期】The Choice Mindset: Implications for Individual, Dyadic, and Group Decision Making

2019-04-16 381次浏览

【经管院每周系列讲座第352期】The Choice Mindset: Implications for Individual, Dyadic, and Group Decision Making

 

主题The Choice Mindset: Implications for Individual, Dyadic, and Group Decision Making

主讲人Krishan Savani, Nanyang Business School (Provost’s Chair in Business)

主持人西南财经大学经济与管理研究院  刘小燕副教授

时间2019426日(周五)下午2:00—3:30

地点西南财经大学柳林校颐德楼H503

主办单位:经济与管理研究院  科研处

 

主讲人简介:

Krishna Savani is the Provost’s Chair in Business, Co-Director of the Culture Science Institute, and Associate Professor of Strategy, Management, and Organization at Nanyang Business School, Nanyang Technological University, Singapore. He obtained his PhD in Psychology from Stanford University and has done a Postdoctoral Fellowship at Columbia Business School. He has conducted extensive research on culture, norms, choice, decision making, lay theories, and policy attitudes. His research has been published in multiple academic journals, including Journal of Personality and Social Psychology, Journal of Applied Psychology, Psychological Science, and Organizational Behavior and Human Decision Processes. Dr. Savani has been recognized as a Rising Star by the Association for Psychological Science in 2015, and was featured in Poets and Quants’ “Top 40 Business Professors under 40” in 2018. He is currently an Associate Editor at the Journal of Personality and Social Psychology, and serves as an Editorial Board member at Organizational Behavior and Human Decision Processes.

 

内容提要:

Researchers typically assume whenever people can pick one of multiple options, they have a choice. I propose that even when faced with multiple options, people sometimes perceive that they have a choice, but other times, fail to realize that they have a choice. Nudging people to construe the act of selecting one of many options as a choice can have a broad range of influences on their individual, dyadic, and group decision making. At the individual level, employees who have a greater sense of choice are more likely to exercise their voice in the workplace. They are less also susceptible to decision making errors, such as inflexible perseverance. A choice mindset intervention in a field setting helps people keep distractions at bay, leading them to manage their time in accordance with their goals. At the dyadic level, negotiators in a choice mindset are less anchored to the first offer. They are also less likely to find ultimatums credible, and thereby continue negotiating despite receiving ultimatums, and therefore earn better outcomes. At the group level, when the idea of choice is salient, members contribute less to public goods and are less likely to punish free riders. In experimental markets, when the idea of choice is salient, buyers and sellers are less concerned about the welfare of third parties who are affected by their choices (e.g., people who bear the brunt of environmental pollution caused by a dirty manufacturing process). Overall, the findings indicate that the salience of choice has both positive and negative consequences for people’s psychological, economic, and organizational decision making.

 

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