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Attribution Error Bias Case Study

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Cognitive bias was rampant in this situation. This type of bias results in inaccurate situational assessments and “can cause an underestimation of exposure risk and an overestimation of the capability of systems to mitigate hazards” (Spigener, 2016, p. 20). Accordingly, both Transocean and BP officials participated in ignoring warning signs. Greatly underestimated risk is evidenced by members of both organizations discussing readings that should have been red flags to one or both companies prompting them to action (Kreitner & Kinicki, 2013). Additionally, overconfidence bias was present in this case. This type of bias is when “[l]eaders tend to overestimate the accuracy of their own predictions, perceptions and judgments as well as the strength of their abilities, even when faced with evidence to the contrary” (Spigener, 2016, p. 22). Obviously, officials from BP knew the risks associated with purchasing substandard equipment and installing less than the recommended number of parts to meet safety specifications. Nevertheless, they had overconfidence in that they believed they could …show more content…

“Attribution error biases operate through the tendency to understand one’s own success in terms of personal powers and abilities while seeing one’s failings as the result of bad luck or external, situational causes” (Spigener, 2016, p. 22). Transocean cited numerous decisions that were made solely by BP, which weakened the well (“A Problem Shared,” 2010). It is much easier to believe the blame is attributed solely to external forces rather than to take responsibility for one’s poor judgement and lack of action. The Deepwater Horizon situation was devoid of rational decision-making. If a decision model must be chosen, from the details provided in the case study, the garbage can model most closely approximates the type of decision-making used. Moreover, it appears there was very little decision-making in this particular

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