Learning Journal 2 - IAT and Stereotypes
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Pennsylvania State University *
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Communications
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Feb 20, 2024
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docx
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Uploaded by SuperRock13273
What are the linkages that you perceive between the Kahneman video and his ideas, the Implicit Association Test, and the types of situations that you or other managers might encounter at work? Can you think of an example? There is no right or wrong answer; this is designed to make you think and analyze (450 to 500 words; please put total #words at end of your answer).
My results from the Implicit Association Test have come out to be a “strong automatic preference for young people over old people”. We have also learned that when “we judge someone based on our perception of the group they belong to” (Robins et al.,89). So, in the test, we are quickly using the “thinking fast” or what Kahneman would classify as “system one” where we were going strictly off stereotypes and a subconscious thought that someone looks old or not. But here “old” is in the eye of
the beholder, so I might think someone who is 30 as an “adult” and not “middle-aged” where a teenager
might consider that as “old”. But these stereotypes are based on an individual’s experiences or mindsets based on how they were taught. We base stereotypes on verbal and nonverbal cues along with visual indicators. We see that these thought processes are based off intuition. Intuition is “an unconscious process created from distilled experience” (Robins et al.,91). When it comes to decision-making, we can see that the less risky the decision is, the more we see decisions with “thinking fast” or based solely off stereotypes. In the test, we had a perfect example of thinking fast. Examples in the workplace would be easy decisions that we can quickly adjust based on feedback like a PowerPoint presentation and how to present. Where we would see availability biases for a production release for a new functionality in a system. Another workforce example is escalation of commitment where we see an error made and people frantically try to fix the issue by escalating. Confirmation biases happening from higher up leaders to support how we feel to make us feel better. Examples would be a new process that a project sponsor will support after convincing them. We will see overconfident biases where people who come across to be easily believable. People in the workplace can see this happen with individuals with strong personalities as well as executive level managers. Personally, I have overconfident bias for my peer opinions or in my analysis. People have told me that they believe me, and they don’t understand why I am so confident. My response is the following. I ask “why” till I feel that I am confident in understanding something, I don’t mind being wrong, I don’t mind admitting I don’t know. My strengths are timing and communication. Being able to sit back and utilizing rational decision making, taking time to think through my response, and providing strong communication. After formulating a response, utilizing the perceptions on interactions with my given audience, I can be successful in providing better decisions rather than unconscious response. The test I can see that I relate with younger people in which I believe I am and be able to make better decisions because I can utilize “thinking slow” to have better outcomes personally and at work. Hence how thinking slowly and using stereotypes but waiting to assess information more increases better decision making.
498 Words
References:
References:
“Projectimplicit.” Project Implicit, 2011, implicit.harvard.edu/implicit/.
Robbins, Stephen P., and Tim Judge. Essentials of Organizational Behavior
. Pearson, 2021.
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