Using the making decision theory to explain the problem Uber meets Problems With Uber permitted aculture of sexual harassmentand retaliation against individuals Over3,000 reports of sexual assault Internalprobe led to the firing of 20employees Mostexperts blame Uber executives fornottaking actionon this issue making decision theory Processes and biases Framing Generalization Anticipation Self Serving Fairness Biases Escalation of Commitment Framing A perspective or point of view that people use when they evaluate and make sense out of situations Leads to different interpretations of the negotiation situation Interests Power Rights Framing and Risk People are risk averse in the domain of gains, and risk seeking in the domain of losses Relevant for negotiation behavior Loss frames become competitive Gain frames become cooperative What to do Put the other side in gain frame Think about how much you're gaining here This deal is going to get you so much more than you would have gotten otherwise You can have all this right now Gain frames lead to more cooperation and more satisfaction Generalization Stereotypes Assigning attributes based on category membership Halo effects Attribution of one quality influences attribution of another, unrelated quality How do they affect people at work Anticipation Selective perception Single out information that supports your beliefs screen out disconfirming information Projection Self perception influences perception of others What to do For all these biases, recognize and avoid heuristic shortcuts Avoid time pressure, manage stress, and examine your assumptions Self serving Fairness Biases Tendency to hold egocentrically distorted perceptions of fairness Own actions are more fair than the actions of others Relevant for work behaviors Overly optimistic assessments that one's position is fair More aggressive positions Fewer agreements Escalation of Commitment Tendency to make decisions that stick with a failing course of action Caused by biases in perception and judgment Initial commitments become set in stone Desire for consistency Desire for impression management What to do Keep in mind the actual value of the issues Ignore sunk costs Have an advisor to keep things in check

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Using the making decision theory to explain the problem Uber meets

making decision theory:

Processes and biases

Framing

A perspective or point of view that people use when they evaluate and make sense out of situations
Leads to different interpretations of the negotiation situation: -Interests -Power-Rights

Framing and Risk

People are risk-averse in the domain of gains, and risk-seeking in the domain of losses
Relevant for negotiation behavior: -Loss frames: become competitive -Gain frames: become cooperative-What to do?Put the other side in gain frame:"Think about how much you're gaining here." "This deal is going to get you so much more than you would have gotten otherwise.""You can have all this right now." -Gain frames lead to more cooperation and more satisfaction

Generalization

Stereotypes: -Assigning attributes based on category membership
Halo effects: -Attribution of one quality influences; attribution of another, unrelated quality -How do they affect people at work?

Anticipation

Selective perception: -Single out information that supports your beliefs; screen out disconfirming information
Projection: -Self-perception influences perception of others -What to do?: For all these biases, recognize and avoid heuristic shortcuts.Avoid time pressure, manage stress, and examine your assumptions.

Self-serving Fairness Biases

Tendency to hold egocentrically distorted perceptions of fairness
Own actions are more fair than the actions of others
Relevant for work behaviors: -Overly optimistic assessments that one's position is fair -More aggressive positions -Fewer agreements

Escalation of Commitment

Tendency to make decisions that stick with a failing course of action
Caused by biases in perception and judgment:-Initial commitments become set in stone -Desire for consistency -Desire for impression management-What to do?: Keep in mind the actual value of the issues. Ignore sunk costs. Have an advisor to keep things in check