【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)
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, includingJournal of Personality and Social Psychology,Journal of Applied Psychology,Psychological Science, andOrganizational 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 inPoets and Quants’ “Top 40 Business Professors under 40” in 2018.He is currently anAssociate Editor at theJournal of Personality and Social Psychology, and serves as anEditorial Board member atOrganizational Behavior and Human Decision Processes.
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.