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 ones 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

REPORTS
JENNIFER TYE
Director, City Transit Authority (CTA)
y

(contd.)
MICHAEL MEYER
Driver of the bus
y

Michael was suspected of drunken driving.

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.

Moreover spotted at the local tavern y around 3p.m.

y y

Was not present at the accident site. He had violated 2 sections of CTA Transportation Agreement.
y y

Reports the accident to company as well as union. At site finds his bus missing, frightened returns to CTA.

SHE RECOMENDS DISSMISAL OF MICHAEL

y

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 Moderating Variables Rational Decision Making process Impression Management Perceiver/Situation

( Contd. )

Dependent Variable Decision Making

CONCEPT MAP
Independent Variable Intervening variable
Fundamental Attribution error Selective perception Halo effect Stereotyping Performance Evaluation Reward system

Dependent Variable

Attribution Theory Short cuts in Judging

Decision Making

Organizational constraints Perception

Moderating
Rational Decision Making process Impression Management Perceiver Situation

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.

Found In tavern Not present at site

Reenforcing Decline Process

Suspected of Drunken Driving Breaking of rules

Michael Meyers report can be explained with help of FIXES THAT FAIL archetype

Difficulty in proving innocence in case

Tries to Communicate with Higher Authorities

(-) Reenforcing Decline Process 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 Moores 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 Checking if there is any difference between the 2 reports. Ask the passengers of the bus Based on the analysis coming to a decision

Finding the Alternatives

Reducing the impact of Bias & Errors

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 management Attempt 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

Tendency to use shortcuts

Problem of perception in communication

Overruling of the Given recommendations and procedures

DELAY
Rational Decision Making Process

R.D.P

LINIER THINKING MODEL

Jennifer could use the impression management in the following manner: Independent Variable Dependent Variable

Promotion Enhancing Strategy Demotion Prevention Strategy

Using Impression Management

THANK YOU
HAVE A GREAT LIFE