Vivid Anecdotal Information Analysis

In terms of the anchoring bias, regularly revisit of the original decision based on the newly gathered data needs to be set up within the organization. Additionally, the decision maker should avoid the Confirmation Trap in which Bazerman and Moore (2009) argues that people tend to seek information that confirms their expectations and hypotheses. To recognize the bias, Mike Francis could

Availability bias: the tendency for people to base their judgments on info that is readily available to them

The internal and external factors of an organization can affect the stock prices, which leads to perceived valuation of the company. The valuation of an organization’s worth compared to its financial statements is useful to introduce company changes if necessary. There are various factors that can lead to the valuation of a company influenced by the external and internal factors. Proceedings are some internal and external factors that may influence the investor’s decisions to invest in any organization.

In the previous section we determined the impact of management information on decision making process within an organisation. One of the Critical Success Factors (CSF) that enables effective decision making is “Information sharing”. This allows managers to take the right decision at the right time.

C. (1988). Outcome bias in decision evaluation. Journal of Personality and Social Psychology, 54, 569-579.

One of the biases that have been proposed by Kahneman and Tversky, and researched a great deal is the Availability bias. Availability bias is the concept of giving first choice to events and information because they are often more recent or giving preference to events, observed personally. Senior managers and decision makers are often victims of availability bias. Availability bias occurs when decision makers estimate the probability of outcome based on how prevalent the outcome appears in their lives (Pompian, 2011)

The representativeness heuristic is used when a person makes a judgment or decision based on the essential features of the facts and disregards the probability of that outcome or the reliability of the evidence (Kahneman & Tversky, 1973). Participants in Kahneman and Tversky’s experiment show this by making judgments of a person’s profession based on the description of the person without taking into account the statistical data of the number of people working in that field or the reliability of the description. This heuristic can get people into trouble because they may jump to conclusions about a person or a situation without considering all of the information. For example, if a person sees a someone in a lab coat, they may assume that they are a doctor without considering the many other professions that require a lab coat, or whether or not that person should be wearing a lab coat at

The most prevalent cases where statistics have been misleading is when they are used as the headline of an article or other literature pieces. They have a special way of attracting personal attention views although they are often misleading. For instance, most are the times I am researching about class topics for instance. Most of the popular searches that appear have statistics that seem applicable to the subject under consideration. However, a critical analysis of the content that should support the statistics reveals the inefficiencies and lack of applicability of the said statistics. Authors often use statistics as evidence to their claims, but this seems as a way of misleading the reader since they lack content (Browne & Keeley, 2015). In most cases, statistics often demand change of argument since they purport to present trends that are important for the topic under consideration. However, they have various deficiencies that change the course of the argument through the evidence presented.

Hence, they will speed read these information and generate their own conclusion. For example, it was claimed that unfavorable information has a greater impact on hiring decisions made according to Springbett’s research in 1958. When a person is late for the interview, his/ her performance in the interview is no longer important to the interviewer. It is thus accused that selective perception is committed as the interviewers only focus on the unfavorable trait of the interviewee. However, people commit this bias is due to the cost for a bad hiring decision is higher than the cost of not hiring a good applicant. Moreover, they have limited capacity to process every information given to them. “Because we can’t observe everything going on about us, we engage in selective perception,” (Robbins, 2005, p. 138) Hence, they would rather not hire the excellent candidate as an employee than wrongly hire an unsuitable candidate. In other words, this allowed him to eliminate the hidden risk in his workforce.

It can fairly be said that an Investor considering an investment decision (whether to purchase, sell or hold stock) in publicly traded company acts on the basis of extensive information which is available by corporation to him until the last moment of his investing decision and try to determine the fair price of corporate stock. In the light of continuous creation of a particular impression of corporate affairs by the corporation, new information by corporate can vanish the importance of previous available information to investor. In the scenario only one kind of investors can get advantage over others, who is either very close to corporate operation (corporate officers) or can access nonpublic price-sensitive information to corporation

Employers regularly use job interviews as an integral part of the organization’s selection and recruitment processes, yet when meeting someone for the first time, our initial judgments are often clouded by biases (Rockawin, 2012). The following essay will explore the problem of dealing with biased decision-making in job interviews which is defined as the cognitive biases which are flaws in judgments that occurs in particular situations as a result of flawed perception of incoming information. (Hua, 2011). The “employment interview is a social interaction where the interviewer and applicant exchange and process the information gathered from each other” (Macan, 2009) and due to this, biased decision-making is a significant problem because people often make decisions based on information and advice from outside sources (Luan, Sorkin, Itzkowitz, 2004). Poor hiring decisions may occur if decision-makers allow these biases to affect their impartial, professional judgments that could result in negative implications to the organisation (OPP, n.d.). The essay will propose two recommendations or interventions will be aimed at resolving this problem. The benefits and risks associated with each intervention will also be addressed.

the financial analysis of the company, we should also consider other factors such as the

Selective perception is an aspect that influence decision making corresponding to the hypothesis of Hastorf and Cantrill which states that out of all the occurrences going on in the environment, people will choose those that is important to them in their own egocentric perception. Specifically, in the study of escalation of commitment Biyalogorsky, Boulding, and Staelin established that one of the most influential drivers of intensification is biased belief updates. In the investigation, students received statistics regarding recent merchandise with the history of its marketed competitors, based on this information they had to decide whether the organization should invest 2.5 million to improve and relaunch the product. Additionally, in the second part of the experiment the students received new information that was negative about the net present value forecast for the investment. Notably, the result of the experiment reveals that the student did not update their beliefs concurring to the new information, and in the final analysis, their evaluation was influenced by their initial beliefs. Selective perceptive seem to have occurred (Steinkuhler et al. 2014).

Miller and Modigliani (1961) assume that managers/directors (insiders) and investors (outsiders) have equal proportion of rights to the information of the firm’s prospect. In fact, the managers of most firms usually have

The effect of irrelevant information on decision making has been studied in the context of psychology (Gaeth and Shanteau 1984, Kahneman and Tversky 1973, Lu and Proctor 2001, Tversky and Kahneman 1974), education (Rice, 1975), accounting (Thaler and Johnson 1990), decision science (Sengupta 1995), and behavioral economics (Thaler 2016). For example, Kahneman and Tversky (1973) find that people respond differently to a probability question (e.g., whether someone is an engineer or a lawyer) when given no description than when given a description that conveys irrelevant information (e.g., this person is a 30-year-old man). Likewise, Tversky and Kahneman (1974) find that even a random number determined by a spinning wheel affects the estimates of unknown quantities. More recently, Thaler (2016) observes that there