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Related Concept Videos

Reason and Intuition01:37

Reason and Intuition

The human brain processes information for decision-making using one of two routes: an intuitive system and a rational system (Epstein, 1994; popularized by Kahneman, 2011 as System 1 and System 2, respectively). The intuitive system is quick, impulsive, and operates with minimal effort, relying on emotions or habits to provide cues for what to do next, while the rational system is logical, analytical, deliberate, and methodical. Research in neuropsychology suggests that the brain can only use...
Decision Making: Traditional Method01:14

Decision Making: Traditional Method

The process of hypothesis testing based on the traditional method includes calculating the critical value, testing the value of the test statistic using the sample data, and interpreting these values.
First, a specific claim about the population parameter is decided based on the research question and is stated in a simple form. Further, an opposing statement to this claim is also stated. These statements can act as null and alternative hypotheses, out of which a null hypothesis would be a...
Decision Making01:20

Decision Making

Decision-making is a fundamental cognitive process that involves evaluating alternatives and selecting among them. This process can range from simple choices, such as deciding what to wear, to complex decisions, like choosing a major in college or a career path. The complexity of the decision often dictates the approach we use, which can be broadly categorized into two types: automatic and controlled decision-making.
Automatic decision-making is fast, intuitive, and relies on gut feelings...
Personal Choice and Fate Attributions01:19

Personal Choice and Fate Attributions

Some individuals interpret life events as a consequence of their personal choices and actions, while others believe that outcomes are dictated by fate or destiny. This divergence in perspective has been examined in psychological and cross-cultural studies, particularly in relation to religious faith and cultural beliefs about causality.Fate and Personal ResponsibilityPeople who emphasize personal responsibility view events as direct consequences of their decisions. For instance, breaking a leg...
Decision Making: P-value Method01:09

Decision Making: P-value Method

The process of hypothesis testing based on the P-value method includes calculating the P- value using the sample data and interpreting it.
First, a specific claim about the population parameter is proposed. The claim is based on the research question and is stated in a simple form. Further, an opposing statement to the claim  is also stated. These statements can act as null and alternative hypotheses:  a null hypothesis would be a neutral statement while the alternative hypothesis can have a...
Obedience01:08

Obedience

According to obedience research, we may harm others under the forceful pressures of an authority figure (Milgram, 1974). How about if the inappropriate orders were delivered with less force? The increasing interdependence between nurses and physicians compelled Hofling and his colleagues to explore nurses’ reactions to a potentially harmful medical request made by the perceived authority figure, the doctor (Hofling, Brotzman, Dalrymple, Graves, & Pierce, 1966). In this situation, obedience...

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A Fast Experimental Scanner for Proton CT: Technical Performance and First Experience with Phantom Scans.

IEEE transactions on nuclear science·2016
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Related Experiment Video

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The Collective Trust Game: An Online Group Adaptation of the Trust Game Based on the HoneyComb Paradigm
06:18

The Collective Trust Game: An Online Group Adaptation of the Trust Game Based on the HoneyComb Paradigm

Published on: October 20, 2022

The decision to trust.

Robert F Hurley1

  • 1Fordham University, New York, USA. Rohurley@fordham.edu

Harvard Business Review
|September 14, 2006
PubMed
Summary

Leaders can build trust by understanding a ten-factor model that analyzes decision-making. This improves work environments and talent acquisition, even during organizational change.

Area of Science:

  • Organizational Behavior
  • Social Psychology
  • Management Science

Background:

  • Widespread distrust in corporate leaders and managers is a significant issue, exacerbated by rapid organizational changes like mergers and downsizing.
  • A lack of trust hinders productivity and creates challenges in attracting and retaining talent.
  • Understanding the dynamics of trust-building is crucial for effective leadership and competitive advantage.

Purpose of the Study:

  • To present a model for predicting trust or distrust in organizational situations.
  • To provide managers with a tool to analyze factors influencing trust decisions.
  • To help leaders diagnose and address the root causes of distrust in work relationships.

Main Methods:

  • Development of a ten-factor model based on social psychology research and 15 years of consulting experience.

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  • Analysis of decision-maker attributes (risk tolerance, adjustment, power) and situational factors (interest alignment, competence, predictability, integrity, communication).
  • Application of the model by top executives to diagnose and resolve trust issues.

    • Main Results:

    • The model helps managers analyze ten key factors influencing trust decisions.
    • Case study demonstrates successful application of the model in improving trust during a challenging employee transition.
    • Positive outcomes include increased trust within a department experiencing significant change.

    Conclusions:

    • Leaders can actively influence trust development by understanding and applying the presented model.
    • Effective trust-building leads to more supportive work environments and a competitive edge in talent management.
    • The model offers a practical framework for enhancing interpersonal trust in organizations.