Decision Making Models
This model states that people evaluate losses and gains rather than the final outcome
Prospect Theory
This occurs when groups spend too much time on shared information rather than unique insights
Common Information Effect
This occurs when decisions are influenced by how choices are framed as gains or losses.
The Framing Effect
This level of culture involves artifacts like ceremonies, uniforms, and rituals.
Level 1 (The Feel)
This principle states that people value scarce items more than those readily available.
the Scarcity Principle
This type of thinking is intuitive, impulsive, and relies on heuristics.
System 1 Thinking
The psychological state where team members feel safe expressing ideas without fear of penalty.
Psychological Safety
People often assign a high probability of co-occurrence to unrelated events due to this bias.
the Conjunction Fallacy
The framework where people categorize themselves into social, relational, or personal identities.
Identity Theory
This strategy highlights unique benefits and exclusive information to influence others.
Leveraging Scarcity
The phase in Prospect Theory where outcomes are ordered and framed.
The editing phase
This term describes the human tendency to believe we see the world objectively, leading to false consensus.
Naïve Realism
The tendency to seek information confirming one’s beliefs rather than challenging them.
Confirmation Bias
These shared beliefs and assumptions guide behavior within an organization.
Organizational Culture
This term describes the ability to mobilize energy by understanding the situational context.
Situational Power
This heuristic involves assessing event likelihood based on how easily an example comes to mind.
The Availability Heuristic
One of the best predictors of team success involves fostering this open and penalty-free climate
Psychological Safety
This heuristic involves judging someone based on how closely they match a stereotype.
the Representativeness Heuristic
A type of culture that internalizes desired behaviors and supports goals, creating competitive advantage.
Strong Culture
The paradox where individuals rise to power through empathy but lose these traits once in power.
the Power Paradox
This bias occurs when people persist with failing strategies due to past investments.
Escalation of Commitment
A faulty thinking pattern where highly cohesive groups avoid critical scrutiny to maintain consensus.
Groupthink
This bias explains overconfidence in personal knowledge or decision-making abilities.
Overprecision
The concept that diverse groups outperform homogeneous ones due to unique problem-solving approaches.
The Toolbox View
This type of coalition relies on finding an agreeable middle ground between two positions.
a Compromise Coalition