Lecture 1 Peter principle: employees work competently -> promotion -> until they stop at one point because

in that position they are no longer competent Lego vs GE example OB: scientific study of behaviors & attitudes/mental processes of individuals & groups in organization to explain, manage, predict OB Taylor and friends (1911): Principles of Scientific Mgmt motivated by money, people's worth are their productivity if pie is big enough: division between labour, mgmt, capital would be irrelevant realized the value of redesign work situations: higher output, higher wages 1. work methods can be scientifically design for efficiency - one best method 2. best workers selected & trained in one best method 3. mgmt & workers responsible for design & conduct of work causing higher unemployment? Hawthorne studies Study results are irrelevant, because psychology of workers: want to impress researchers change in behavior due to novel treatment - will wear off as novelty dissipates --> employees should be treated as people, to increase productivity --> they do not work for any single outcome, instead poly-motivated SO DO EVIDENCE BASED MGMT Instead of casual benchmarking, ask why does it work? Company specific? Is there unseen methods? Any downsides? Causation or not? gather data! Look at things objectively! Lecture 2 Pfeffer & Sutton (2006) Prevalently, wisdom is experience, what you specialize at, etc Why not prevalent? Change in power dynamic Do not want to hear the truth Do not believe evidence Marketplace for ideas is messy & inefficient Fundamental attribution error: we tend to attribute behavior to others' characteristics but when it is about ourselves we attribute it to envi Research methodology Empirical reseach: based on data & careful study learning mechanism behind behavior, leaving common sense & introspection Translate observations/intuitions into hypotheses, use sicentific method:

1.research & observations generates or refines theories lead to hypotheses lead to research & observations 2. identify phenomenon - generate theory - develop hypothesis design & perform study - generate theory Data collection Subjective measures (observation or scales) by researcher: overt or covert by other by self-report Objective measures rate of production, rate of error, salary Measurement has to be repeatable & stable Must be reliable, types of reliability: test-retest: give same test twice alternative forms: give two different tests, equally difficult but same material internal consistency: Cronbach's alpha (how similar responses are across items) Must have validity (extent to which it measures what it suppose to measure) 1 internal validity: extent of which we can draw cause-effect conclusion, measuring what we suppose to external validity: extent of generalizibility across people and across situations: mundane realism: supermarket lab psychological realism: team cooperation experiments decption threats: subjects' & experimenters' (demand characteristics) expentancies 2 construct validity: extent of these operations & measures reflect theoretical construct tested concerned with nomological network, specifies: other constructs to which construct is/NOT related behaviors to which the theory is/NOT related five components: convergent validity: extent of multiple measures of same construct are highly correlated discriminant validity: extent of a construct lowly correlated with measures of OTHER const content validity: extent to which measure provides a good sample of domain it is intended face validity: extent to it looks valied content validity is face val by domain experts criterion-related validity: relationship between measure & criterion

Experimental: determine if X CAUSED Y requirements for causation: variables are related, temporal order, elimination of alternative explanations (everything must be identical but independent var) independent, dependent, extraneous variables (must be controlled) random sampling to pass as represetantive of popu (everyone in popu has equal opportunity to partic random assignment (have equal opportunity to be in any condition of an experiemnt) relatively certain that differences distributed evenly across conditions so extravenous variables are arguably even random assignment increase internal validity Descriptive/correlational: observe people & record measurement/impression of their behavior survey participant-observation

archival research case study observational psychological tests Correlations systematically measuring relationship between 2 var using correlation coefficient research methods: have relationship may have temporal order alternative explanations not eliminated other variables: moderation/interaction (qualifies the relationship) mediators (facilitates the relationship) Field experiment (pure EBM) high external validity but has drawbacks allow cause-effect & add external validity by real world experiment Data mining - have tons of data, run a regression

All books are post-hoc priori: derived by logic, not fact But why these books are so popular? 1. managers job complexity -> searching for answers 2. cycle of supply & demand 3. managers are not profession! No need to be exposed to scientific knowledge, no licencse, no need to continue education we need stories to explain, but we build this story after the fact If work is source of identity, self-esteem, structure, success indicator its disappearance has devastating effects on individuals & surroundings

1/8 rule: half believe managing people will give profit half of that try to do one intervention that others have used half of that will not try to give intervention enough time to give result theory: identify underlying causes of something scientists has observed hypo: should be simple, coherent, testable & derived from theory operational definition: specific, observable response to measure concept measurement: assignment of values scales & measures: instruments to assign these valeus EBM methodology Form a question: is stock option can be implemented as in GE?

See similarity with GE Look at data supporting the system, any flaws? Assembled more evidence, weigh positive & negative

n, measuring what we suppose to measure?

ics) expentancies oretical construct tested

construct are highly correlated ed with measures of OTHER constructs d sample of domain it is intended to present

be identical but independent var)

pu has equal opportunity to participate), improve external validity of an experiemnt) ss conditions

their behavior

n coefficient

Lecture 3 Performance is the action itself not the outcome as it is influenced by other factors but sometimes (as it is hard to measrue) can only be known of their effects aggregated behavior Motowidlo: total expected value to the org of the behavioral episodes over a period of time given situational effects & economic factors We need to define performance by job, understand what drives it and how to measure Individual differences (ability, personality, interest, training, education, exp) leads to declarative knowledge & procedural knowledge & skill Choice to perform, level & persistent of effort leads to motivation All leads to performance Can do (g, experience, physical) leads to declarative & procedural & skill Will do (personality, integrity) leads to motivation Performance parameter automatic vs controlled we differ in speed of learning and tasks also vary (consistent or not) general abilities are major predictor of inconsistent tasks typical vs maximal: can do vs will do distinction made in motivation Performance as dynamic concept individual performance has short term fluctuations (typical vs max) and long term trends (learning) transition stage: new on job, skill acquisition maintenance stage: learned skills, task accomplishment (dispositional factors relevant) Performance streams employees do things during work day that is neither help or hinder org punctuated by occassions when people do sth that makes a difference how to distinguish (non)performance? CI, task inventory approach Goals of measuring performance evaluate proficiency to evaluate efficiency & provide feedback for goal evaluation & improve Issues with performance appraisal Contamination of irrelevant sources of info Deficiency which does not cover all important aspects of performance Types of performance measures Trait-based internal (personality, attitudes, interests, ability) Behavior-based frequency and/or quality of behaviors Results-based outcome DO NOT USE trait rating scales supervisor rates based on characteristic believed to be important criterion should be a direct measure of performance Simple behavioral scales is better

based on relevant tasks rate "satisfactory" "average" -> a bit ambiguous Behaviorally Anchored Rating Scales use CI to identify "stand out" behaviors sorted by themes rates each CI for each dimension to make a dimension appropriately scored behaviors anchoring the scale Behavioral Observation Scale (BOS) is the best CI, multiple scales per dimension, rating on each CI for frequency but lots more scale to rate Rating sources supervisor, peers, subordinates, external stakeholders, self biases: leniency halo/horns (rate an employee about the same due to general impression) severity decoy effect (inferior choice influences choice between superior alternatives) central tendency how to get around this? use good rating scales collect good data primacy effect recency effect avoided by taking systematic observations basing on judgment notes collected throughout period train raters rater accuracy training (focus on multidimensionality of performance and definition & scaling of dimensions) reduced leniency errors frame of reference training so rating of one supervisor is interchangable

Task performance different across jobs, what we are hired for, sometimes not job-specific associated with KSA (knowledge, skill, abilities) Contextual performance citizenship & counterproductive behavior associated with personality or motivational desirable but not always demanded do other things outside job that are also performance (OCB) helping, filling in, volunteering, but also lie, cheat, slack can contribute to effectiveness through psychological, social, organizational context (contagion in helping behavior) but also can be detrimental Results-based, objective perf measure Not really performance measure but very common (production data, HR data) 360 feedback should not be used for perf measure for development only as supervisors show high degree of internal agreement while peers & subordinates do not Why we have decoy effect? Dominance heuristic: choosing dominating candidate allows avoidance of difficult trade-offs and justification Context-dependent weighthing: dimension on which both decoy & target candidate excel is given more weight in the final choice

on & improve

neral impression) uperior alternatives)

Lecture 4 General mental ability (GMA/intelligence) is a phenotypic behavioral trait Intelligence acquired repertoire of all intellectual skills & knowledge available to a person at a particular point of time genetic determinants modest degree of correlation amongst relatives environmental determinants: different opportunity age & intelligence fluid (gf): ability to analyze novel problems, identify patterns & relationship underpin these problems & extrapolation of these using logic goes down over age Crystalized (gc): ability to use skills, knowledge, exp one's lifetime intellectual achievement, not memory or knowledge goes up over age the older you get, the more info you can absorb -> older people better at creative problem solving Personality behavioral consistency across time & situations, social reputation, trait-like nature & nurture person-situation debate: dispositional approach situational approach interatctionist approach function of disposition & situation person-situation fit situations choose the person & vice versa different situations prime different parts of a person implications: there is job, group, org-personality fit Models of personality Type models (RIASEC): 6 personality - 6 job types MBTI: lacks reliability and predictive validity Big five: OCEAN predictive power of personality is good, in relation to work: only C: across all jobs, related to job & training perf only N: not as highly, but related to perf (more coworker & customer interaction) only O & E: related to training but not job perf HEXACO: OCEAN + honesty-humility predict endorsement of unethical practices & degree to which one take safety & health risk (even towards other employees) Opposite: psychopathy, machiavellianism, narcissism Locus of control internal: behavior determined by self-initiative, personal actions, free will external: by fate, luck, powerful people

Self-monitoring: extent to which people observe & regulate how they appear & behave not comfortable in new settings (what is the socially appropriate way??) Self-esteem: degree of a person has a high self-evaluation Positive & Negative affectivity PA: positive emotions & mood, view in postive light (vice versa) General self-efficacy: belief in own ability to perform successfully in challenging situations more motivational than affective trait (predisposition) Kim & Glomb smart people tend to be victimized because others are jealous, does not like themselves to seem so low, smart people instigate others to react with harming behavior

Measures of GMA should be: reliable stable robust homogenous/within limits Structure of g: low correlation to any of specific intelligence thus intelligence is general but contribution to specific int is low intelligence & perf requiring intelligence is correlated earlier measures of intelligence less & less related to later perf Other types: Practical intelligence Emotional intelligence Social skills

know-how to get things done recognize & regulate our & other emotions SOFTEN

Strong situation: roles, rules, & contigencies are defined Weak situation: roles are loosely defined, few rules, weak reinforcement & punishment contigencies where personality has strongest effect Job-personality fit: highly related to turnover & satisfaction Big five: related to work motivation, job & life satisfaction predict job search outcome & career success Locus: Internal more satisfied, earn more money, achieve higher positions, less stress/cope better, engage in more careful career planning Self monitor: more likely changing employers & promoted less susceptible to external & social influences higher job satisfaction & performance more resilient to stress more fulfilling career decisions Higher PA: more satisfaction & creative higher job perf Higher NA: more stress & strain more counter productive work behavior

r interaction)

Higher GSE: better adaptation higher satisfaction & perf

seem so low,

Lecture 5 Values Stable & enduring beliefs about what is good & bad Broad tendencies (honesty over dependability) Motivational (signal attractive or not aspects of envi) Cultural variation: individualism power distance achievement orientation (masculinity) extent of valuing gender differentiation, stress competition uncertainty avoidance extent of tolerance with ambiguous situations future orientation extent of valuing persistence, thrift Generation differences: (difficult to study) traditionalists, baby boomers, gen X & millenials younger individuals value status & rapid growth more Attitudes Fairly stable evaluative tendencies to respond consistently to a stimulus has specific target Sources: observation & teaching, can be shaped genetics: consistency (within people over time) & dispositional studies strongly predicts behavior outside influences are minimal actions often influence attitudes cos we rationalize Dispositional tendency of job satisfaction E&C more satisfied N less satisfied High in self-esteem and internal locus more satisfied High PA more satisfied Consequences of job satisfaction customer satisfaction & profit performance (task, CPWB, OCB) absence from work best predictor: satisfaction of content of work relation is not very strong social norm about it might be stronger relationship may only because satisfaction facilitate mental health & life in general intention does not always translate to behavior turnover moderately strong connection

best predictor: intentions to turnover shocks, job satisfaction & org commitment kickoff turnover Job - life satisfaction? spillover hypothesis: most correct correlation compensation hypothesis: not happy at one place so compensate in other place segmentation hypothesis: separated Org commitment affective continuance normative predictor interesting work, enriching pension funds, rapid promo, embeddedness tuition reimbusement, important work vision

want need ought to

Harrison, Newman, Roth satisfaction, commitment (job attitude) -> integrative behavioral criterion (IBC) (IBC: perf, OCB, lateness, absence, turnover) Emotional labor act of expressing org desired emotions deep vs surface acting outcome: better job perf, more positive social interactions, sense of accomplishment BUT emotional dissonance (exhaustion, burnout), job disatisfaction, felt inauthenticity 4 EI skills (EI is not personality!) I see I do Personal competence self-awareness self-mgmt Social competence social awareness relationship mgmt

Perceived org support --> outcome moderated by power distance (low power distance --> stronger relation) Research on work values look at congruence between employees & org values (person-envi/superior/workers fit with job performance, etc) value congruence relates to job satisfaction work centrality: degree of importance attributed to work

Fishbein & Azjen: planned behavior belief that act leads to specified outcome & evaluation of the outcomes -> attitude -> intentions -> behavior belief that certain individuals think he should (not) perform and motivation to comply with specified persons -> subjective no person's control beliefs -> perceived behavioral control -> intentions -> behavior moderator towards intention from the first tow: relative importance of attitudes & normative beliefs acting contrary to attitude does NOT always bring change effort justification: amount of justification for acting contrary influences amount of dissonance experienced Potential moderators for satisfaction -> performance: autonomy, complexity Why people fake happiness while work? Impession management, cognitive dissonance -> rationalize, disposition Why happiness decrease recently? Economic ambiguity, generational differences, work-life Job satisfaction measurement Job descriptive index: pay, promo oppor, coworkers, supervision, work Key features to job satisfaction mentally challenging adequate salary career oppor people Others: security, benefits, oppor to use skills safe envi, relationship with supervisor, work itself Model of employee turnover Honeymoon-hangover effect

life in general

Emotions

hard to measure, inconsistent with OB rationality circumplex model (mild-intense vs pleasant-unpleasant) EI & cognitive ability interact to predict perf such that: high level of CA, EI not related to perf low level of CA, EI positively related to perf Why emotional regulation is important allows people to adapt enables people to communicate effectively, develop better relations and to be rewarded accordingly those who can regulate emotions: higher satisfaction, income Pay satisfaction - job satisfaction not long term (adaptive-level and relative-deprivation principle)

tions -> behavior specified persons -> subjective norm concerning behavior -> intentions -> behavior

ationalize, disposition

Lecture 6 Motivation needs, wants, interests, desires that energize & direct behavior toward a goal Need theories Maslow's hierarchy of needs McClelland's achievement theory motivation: function of desire of fulfillment of need for achivement, power, affiliation measured using Thematic Apperception Test problems: stories based on current mood Equity theory Motivation has a social basis Comparing own's O/I to others' Employee is motivated to be treated fairly Equity is subjective (overestimate peers & subordinates', underestimate boss' salary) more strongly supportive of underpayment than overpayment Justice matters Employees perceive fairness: higher job performance, commitment, satisfaction more effective OCB Employees perceive unfairness: more likely to steal, aggressive, engage in CPWB stronger turnover intentions Employee theft cause: moral laxity, oppor, finacial pressure, norms, job disatisfaction improving fairness: people given voice decision made fairly & applied consistentlly decision based on info decision-makers communicate info honestly people influenced by decision were treated with respect VIE/expectancy theory Expectancy, Instrumentality, Valence Reinforcement theory Schedules (immediate: learns & unlearns quickly) fixed vs variable interval vs ratio Rewards? not necessarily reinforcing, we have different reinforcers some are non-managerial interventions careful of overjustification (intrinsic become extrinsic) Punishment?

decrease probability of a response but increase aggressivenes, creates fear, does not give solution may increase undesirable behavior when threat is removed Increasing or being maintained: positive & negative reinforcement Decrease: punishment & extinction Extrinsic motivation & performance moderately related Intrinsic motivation should be added job enrichment, rotation, flex time, compressed work week Goal setting theory motivating goals: specific, difficult but achievable, public, accepted, feedback if goal setting is participative, goal would be more difficult if reward is accompanying goal, more commitment Motivation & performance motivation is necessary but not sufficient need KSAO, suitable external condi, EI, understanding, luck, personality Financial incentive may motivate effort and improve perf when people are not trying hard enough & had resources to do the job perf based on individual & will eventually drive company's perf Operant learning reinforcement theory type of learning in which an individual's behavior is modified by its consequences; the behaviour may change in form, frequency, or strength.

Implication of need theory different people have different needs be attentive to intrinsic motivator Implication of equity theory focus on perception & social comparison provide explanations to improve perceptions Implication of VIE structure system to provide valued outcome contigent on certain acts or convince that those outcomes contigent on acts contigencies must be communicated, believed, learned by employees If not, fails to establish between effort & first level outcome (perf) instrumentalities of performance to outcome would be non-functional Punish effectively pprovide alternative limit emotions punishment must be truly aversive immediate punishment or reinstate circumstances at a more timely manner do not reward before or after punishment Job characteristic model Job characteristic 1 skill variety, task identity, significance Psychological states 1 experienced meaningfulness Job characteristic 2 autonomy Psychological states 2 responsibility Job characteristic 3 feedback from job Psychological states 3 knowledge of results moderators: growth need, KSA, context satisfaction OUTCOME: perf, satisfaction, internal motivation Why pay perf in Safelite glass work easily learned task no interdependence among workers easy to measure & monitor quality clear, one-dimensional goals

incentive system as info: serve to show what matters incentive system as selection attract some (might be the wrong people!), repel others Why pay for perf fail people who make great contributions want to be recognized prefer dispersed pay (unfair if others get raise when they dont work as hard) damaged relations Thus do not use this to solve every problem, there are other facets as well! keep reward small reward the right behavior worry about comparisons & distribution link incentives to goals take pay complaints seriously (give feedback) rate of increase in CEO should be the same as others do not fall far below market pay levels best employees want to see strong pay-perf relationship Importance of pay individual diff high academic ahievers high self efficacy extrovert situational factors variability in pay options undermarket vs overmarket equity objective diff: attraction, retention, onthejob perf

Lecture 7 Judgment forming evaluations (attitudes) Decision making identifying & choosing options that lead to a desired end result Decision making styles Rational decision making: thorough search for & logical evaluation of alternatives Identify problem search for relevant info develop alternative solutions evaluate alternatives choose best solution implement choice monitor & evaluate (Prescriptive method) Bounded rationality non-rational decision making styles advice seeking: search for advice & direction from others this would delay decision making, open ourselves up to bias, lessen perception of us as capable indecisiveness: avoidant decision making style because we feel alternatives are not generated enough & info are not enough to evaluate alternatives satisficing: choosing a solution that meets minimum level of acceptance quick but not optimum (somewhat rational) intuition: attaining knowledge/understanding without rational/logical inference automatic, involuntary process Analysis v Intuition Analysis which approach rationality almost always outperform intuition if the variables picked by experts, weighted regression almost always win intuition intuition can help quick judgment, but fails to pick up complex, controlled cues Social cognition way we think about world & ourselves (perception is an integral part) 4 process: attention, interpretation, judgment, memory Goals: conserving mental effort need simple way to understand world, "good enough" judgments managing self-image we want to feel good about ourselves seeking accuracy

Why group J&DM Decision making requires us to ev

Assumptions of rational model decision maker can recognize all has complete, accurate info to ev capable of processing & evaluatin act rationally

System 1 (intuition) Fast Automatic Slow-learning Effortless Associative (we find patterns) More likely when resources are tapped

Schemas mental representations to organize knowledge about person, place, etc play a role in all 4 processes, used for id and categorization, gives info about a new encounter, help us decide how to interact with envi keep us from having to re-interpret, but not necessarily efficient guides attention & memory act as filters (screen inconsistent new details) Varying from Rationality Heuristics: shortcuts to reduce information processing demands Bias: systematic mistakes from use of heuristics we need heuristics but can improve DM by being aware of biases Base rate neglect neglect probability in DM Confirmation bias worsens overconfidence making a decision before investigation, seeking only info supporting our POV Representativeness heuristic knowing the outcome, we tend to feel we were correctly predicted it tendency to assess the likelihood of an event based on similar occurences Availability heuristic basing estimated probability of an event based on vividness & recency of relevant instances Conjunction fallacy we think in terms of stories, not probability Relative vs absolute evaluation evaluation largely influenced by salient info, even if it is irrelevant

Why group J&DM Decision making requires us to evaluate options Assumptions of rational model decision maker can recognize all possible options has complete, accurate info to evaluate options capable of processing & evaluating info about all alternative options (time & effort) act rationally

System 1 (intuition)

Slow-learning Associative (we find patterns) More likely when resources are tapped

System 2 (reasoning) Slow Controlled Flexible Effortful Rule-govern (act as doubter)

Rational hiring evaluation of every possible candidate having perfect info about candidate systematically evaluation each piece of info combine info that results in a decision

Under cognitive duress make less politically correct, making decision is weakened Schemas causing things to be true Self-fulfilling prophecy first encounter: very open to informational cues in target & situation actively seek cues to revolve ambiguity after encounter some familiar cues, crude categorization is made search for cues become less open & more selective search for cues that confirm categorization ignore & distort cues that violate initial perceptions False consensus effect Decoy effect irrelevant 3rd option can influence 2 viable options because relative decisions are easire

dominance heuristic: allow avoidance of difficult trade off & justification context dependent weighting: dimension on which decoy & target candidate excel is given more weight in the final choice Loss aversion hate losing more than gaining things make riskier decisions when problem is framed as losses instead of framed as gains Prospect theory: subjective value function function is steeper for losses than gains as gains/losses increase, effect on one's objective value decreases Anchoring & adjusting setting an anchor and adjust away from it to get final answer Better than avg effect tendency to overestimate how good we are compared to others overconfidence in intuition why? Cognitive, motivational

Last formal lecture Experienced negotiatios frequent mistakes Leaving money on the table (lose-lose) Settling for too little (winner's curse) Walking away from a potentially valuable deal (Best option) Settlement for worse than alternative (agreement bias) Integrative negotiation collaborative, win-win pie expansion Advise on negotiation a job offer Figure out what you really want Determine BATNA & aspiration values Try figuring out employer's BATNA, issue mix Present a compelling, objective, rationale Assume offer has room for nego Do not reveal BATNA or reservation point Practice Do not immediately agree to an offer & get in writing If necessary, tell them what you need to agree How to respond on first offer Disadvantage as we become vulnerable with anchor: Aggressive first offer - ignore (shift totally the convo) Avoid dwelling on their anchor do not discuss the anchor, it would increaes its power shift attention from anchor by sharing our perspective & define nego in our terms separate info from influence so not to be affected by anchor, separate info from influence (though, do not close yourself from adjusting counteroffer) make an anchored counteroffer, suggest there is moderation counteroffer should have justification shift from aggressive exchange to a quest for common ground give them time to moderate offer without losing face if first offer is extreme, inform them it is not a basis of nego give info on your perspective give invitation to reopen nego from a different starting point give time! Concern for others outcome Concern for own outcome

Personality & nego use different strategies

Tactics for overly cooperative Develop a clear BATNA Use an agent & delegate some ne Create an audience Rather than "yes", "can you do b OK to ask "so what's in it for me?

Tactics for overly individualistic/ Think about pie expansion Enlightened self-interest Ask lots of questions more than y Remember "shadow of the future

Beyond resistance price/reservat Positive bargaining zone, Zone of Negative bargaining zone The lower bound: target price/as Mistakes:

Concern for others outcome Concern for own outcome

Personality & nego use different strategies Tactics for overly cooperative Develop a clear BATNA Use an agent & delegate some nego to them Create an audience Rather than "yes", "can you do bettere than that?" OK to ask "so what's in it for me?" Tactics for overly individualistic/competitive Think about pie expansion Enlightened self-interest Ask lots of questions more than you would by default Remember "shadow of the future" Beyond resistance price/reservation point: walk away! Positive bargaining zone, Zone of Possible Agreement Negative bargaining zone The lower bound: target price/aspiration point Underaspire Overaspiring/positional negotiation makes recruiter wants to walk away Grass is greener (reactive devaluation)

Power of persuasion (personally committed to the change) practice of influence science of getting what you ask for (getting people say yes, compliance) 1. if you have 2 options, tell most costly first or least costly? first universal principle of influence: reciprocation (they will say yes to whom they "owe", concession also reciprocal --> impli implication: we should be first to make people owe you! thanks i appreciate that "oh sure, i know if the situation is reversed, you would do the same for me"

2. if you have a method, tell them what they can gain by moving in our direction or what they can lose if they dont? second principle: scarcity (& exclusivity of info) implication: when you present an idea, you need to explain: what they can't get unless they move in our direction we are mo 3. if you have a new piece of info, when do you tell them that it is new, before or after you say the info? 4. if you have weaknesses in a new product when should we present them? third principle: authority tell them authority immediately (marketers present weakness first, so strongest argument will shine) 5. praise, effective thing to say after say "thank you" fourth principle: consistency, commitment (will you please call if you cancel your reservation?) fifth principle: consensus (if operators are busy, please call again) sixth principle: liking (similarities, compliment, cooperative efforts) 6. to make people like you and cooperate you, what is the most productive thing to do before persuasion?

oncession also reciprocal --> implication: start to offer the higher offer)

ey can lose if they dont? move in our direction we are motivated by loss more than gain

say the info?

re persuasion?

Extraneous judicial decision result: judicial rulings can be swayed by extraneous variables (% of fav ruling drops within each session and returns abrup why: sequential decisions deplete mental resources thus simplify their decisions or accept default status

Nice guys & gals result: women & agreeable indv earn less than men & less agreeable indiv steeper relationship in men than women, as men would disconfirm conventional gender roles if they act agreeabl why: agreeable people aspire toward harmonious life (not brave enough to challenge, afraid to exhibit competitive beh not competent counterstereotypical behavior Pay & motivation result: importance of pay can be evaluated by considering situational & individual variables underreport the importance of pay why: socially desirable responding

Causes & cons of ambition result: ambition is predicted by indv differences (CEN, GMA), parents' prestige +ly related to educational attainment, occupation prestige & income (consequences) mediator between GMA & success (weak)increase life satisfaction (weakly related to increase in longevity) has significant total effect with all endogenous var, except mortality middle level trait Anger and negotiation

hin each session and returns abruptly after a break) cept default status

l gender roles if they act agreeably , afraid to exhibit competitive behavior, fail to translate human capital to financial gain)