3.4.5: Chen's Situation, First Pass

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Del curso dictado por University of Illinois at Urbana-Champaign

Shaping Your Professional Brand

19 calificaciones

University of Illinois at Urbana-Champaign

Shaping Your Professional Brand

19 calificaciones

Curso 2 de 4 en SpecializationProfessional IQ: Preventing and Solving Problems at Work

You've thought about who you are and how you want your career to be. You have some soft skills to deal with situations that could cause problems. What about the team around you? How do you build functional and constructive professional relationships? How can you add value? What do employers look for when they are promoting? Skill-building in this course will include asking questions, listening, developing likeability (you’d better be stellar if you’re difficult), identifying cognitive bias, apologizing, receiving apologies, and the basics of whistleblowing. After this course, you will be able to: - assess your own listening and reactions and retune them in advance or on the spot for a more constructive outcome - add value at work by keeping situations easy instead of difficult - manage your own approach - be prepared when things go wrong The prerequisite for this course is Course One of the Specialization "Professional IQ: Preventing and Solving Problems at Work".

De la lección

Week 3: Cognitive Biases and Errors at Work

Find out about cognitive bias, and how to identify different types, and how to stop them from derailing you.

3.4.1: There are More Cognitive Biases?0:59

3.4.2: 2MC: Chen Becomes Uncomfortable at Work1:34

3.4.3: Stop Digging: Pursuit of Sunk Costs5:26

3.4.4: Sinister Attribution Bias6:30

3.4.5: Chen's Situation, First Pass3:25

Conoce a los instructores

C. K. Gunsalus
Director of the National Center for Professional and Research Ethics (NCPRE), Professor Emerita of Business, and Research Professor at the Coordinated Science Laboratory

[MUSIC]

So as we're concluding our discussion of some of the cognitive biases

that affect us at work.

We've talked in this segment about how negativity factors into the sinister

attribution bias, factors into whether we attribute things to situational or

dispositional characteristics.

The intent effect dichotomy and the toll that attributional errors,

pitfalls can take on us if we're not careful.

So as we think about what we know about negativity in cognitive biases,

pursuit of certain costs, gain loss aversion.

Sinister attribution bias.

There are many of those factors at play in Chen's situation.

Chen has a loss aversion because he has this job and

he just has a little bit more to go for that project.

Recognize the sunk costs, the pursuit of sunk costs.

And he thinks the boss is trying to push him out,

maybe there's a sinister attribution bias there or

some attributional pitfalls going on with the new boss.

So before Chen makes any decisions, it's really important to identify

what cognitive errors might be at work in his perception of the situation.

And similarly for you, if you're in a situation,

the way you characterize it may well be totally accurate.

It might also have some cognitive errors embedded in it

that you might be prone to recognize on first look.

So stepping back, working it through, maybe talking with someone you really

trust, specifically checking yourself for whether you have career tragedies.

And whether you have some of the cognitive errors potentially at work and how you

understand the situation maybe really important for finding a good way forward.

>> I think the key element is having a trust based relationship.

Being in a situation where you've established trust

by having open communications.

Because without that trust, I think it's hard for, one,

an individual to deliver really honest, constructive, candid feedback, and

it's hard for an individual to receive it as well if it isn't coming

from a place from a trusted based relationship.

And so to create an environment or

create a relationship where there's trust I think the first step is familiarity and

being willing to, I like to say, bring your whole self to work.

So that you really get to know the individuals that you work with and

you're not putting up walls and barriers, because again,

I believe that's the first phase that familiarity.

And then, following that there's comfort so you get to know someone well, you start

to feel more comfortable communicating with them sharing things about yourself.

From there you get to a point of trust.

You can't jump straight to trust,

I think you need to have the first two steps happen first.

[MUSIC]

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