Quick Brain Teasers Kids
Why smart brains make stupid decisions about money, work and health
Copyright (c) 2008 SharpBrains
It happens. Often.
Why?
We just got an interview with Ori Brafman, co-author of Sway: The Irresistible Attraction irrational behavior (Doubleday Business, 2008), to discuss our Dark Side (well, if he calls "different hidden forces" and "psychological trends).
In reading some comments on his book, I particularly enjoyed finding, after the usual impressive long collection of endorsements, this exemption responsibility "
* DISCLAIMER: If you decide to buy this book because of these notes, you just got rocked. One of the forces psychological Sway you'll read about is the tendency to a higher value on opinions from people in positions of importance, power or authority. (But still owed buy the book.)
Alvaro Fernandez (AF): Ori, what is SWAY? Can you give us a couple of quick examples?
Brafman Ori (OB): Sway is why perfectly rational people make irrational decisions. We met with company executives, airline pilots, doctors, and even a Supreme Court judge to discover the psychological forces that affect our decision making. What was particularly interesting was the discovery that we all staggered and that these psychological forces are much more ubiquitous than we thought.
Take, for example, the story of Jacob Van Zanten who was the head of security for KLM. A foggy afternoon, Van Zanten took off without the authorization tower, causing the accident's largest airline in history. Why is this man, is in charge of security to make a choice as irrational?
Or look at the history of the Harvard Business School who paid $ 204 for a twenty-dollar bill.
AF: Happy to have attended Stanford … Now, how was that?
OB: The professor set up an auction for a $ 20 bill. But there was a twist. The winner would receive the $ 20 bill. However, the second bidder, would still have to honor his offer, but get nothing. At first there are many bidders, but then, as the bidding approaches $ 20 people start to retire. Inevitably, when two people stay indoors as the bidding continued to increase, the person second was determined to not be the fool who pays good money for nothing in return. The most surprising thing is that over and over again the auction continues well beyond $ 20 item. People are so determined not to lose, keep on bidding up.
AF: Why do people get rocked?
OB: Without realizing it, we get carried away by a number of different hidden forces. I think of it as being on a boat in the ocean. It may seem that we are standing still but below the surface, undercurrents move us without us noticing. The same applies to psychological background. In Sway, we look at some of the current Major and explore how many shot crossing different irrational behaviors. What happens is that we are prone to psychological swings all the time – whether you're conducting a job interview, going out on a first date, or to decide whether to sell a stock.
AF: Let's be practical for a minute … which can people do to influence others?
OB: We are constantly engaged in a hidden dance classes where we sway people around us and are influenced by others. One of the most unusual studies we have to do with what we call the chameleon effect. In the study, a group of men and women – who had never met each other – they were told to have a short telephone conversation. Now, before the conversation, every man is an image of the woman he would be speaking. Unbeknownst to the men, the photos were fake. And half of men were shown a photo of a beautiful woman, while the other half were shown a photo of a female less attractive. The photos had nothing to do with the way the women seemed real, and real women had no idea that they were shown images. The kicker is that men thought women were very beautiful finished playing on the phone. And women than men thought were less attractive ended up sounding less beautiful. We assume the other roles we attribute. Think about that with employees or their children. If you think someone is smart, is a good chance they will live to the paper.
AF: What can people do to avoid getting to wear?
OB: The biggest step is to recognize how often we stumbled. We tend to think that our decisions are rational, when in fact, different sways may have informed the decision. Once we realize that we are likely to get rocked, the second step is to determine specific strategies to counter the domain. It ranges from the adoption of a long-term perspective for the use of empirical models for job interviews.
AF: For example?
OB: We have a propensity to "diagnose" a job candidate from the first moment we meet him or her. We assign a diagnosis, and are unable to see things in different light despite objective evidence to the contrary. It is for this reason job interviews are terrible predictors of actual results. A much more effective approach is to conduct very structured interviews that allow administrators to get rocked. In these interviews, the questions are pre-script and focus on the experience and ability rather than vague things like "what is your greatest strength?" We call this the interview Joe Friday (just the facts …) These interviews may seem less personal, but in reality are much more effective to actually choose a good candidate.
AF: Ori, thank you very much for your time.
OB: My pleasure!
About the Author
Alvaro Fernandez is the CEO and Co-Founder of SharpBrains.com, which reviews resources to test your brain and provide cognitive exercise. SharpBrains has been recognized by Scientific American Mind, Newsweek, Forbes. Alvaro holds MA in Education and MBA from Stanford University, and teaches The Science of Brain Health at UC-Berkeley Lifelong Learning Institute.
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