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Example: Andy gets mostly compliments and positive feedback about a presentation he has done at work, but he also has received a small piece of criticism. For several days following his presentation, Andy dwells on this one negative reaction, forgetting all of the positive reactions that he had also been given.
While it can be uncomfortable, being able to deliver negative feedback effectively is a managerial superpower. Use these examples and best practices to help you develop it. 12 Common Types of ...
One way of thinking holds that the mental process of decision-making is (or should be) rational: a formal process based on optimizing utility. [1] Rational thinking and decision-making does not leave much room for strong emotions. [2] In fact, emotions are often considered irrational occurrences that may distort reasoning. [3]
Status quo bias should be distinguished from a rational preference for the status quo, as when the current state of affairs is objectively superior to the available alternatives, or when imperfect information is a significant problem. A large body of evidence, however, shows that status quo bias frequently affects human decision-making.
When fictional television anchor Howard Beale leaned out of the window, chanting, "I'm mad as hell, and I'm not going to take it anymore!" in the 1976 movie 'Network,' he struck a chord with ...
As the study of argument is of clear importance to the reasons that we hold things to be true, logic is of essential importance to rationality. Arguments may be logical if they are "conducted or assessed according to strict principles of validity", [1] while they are rational according to the broader requirement that they are based on reason and knowledge.
Affective events theory model Research model. Affective events theory (AET) is an industrial and organizational psychology model developed by organizational psychologists Howard M. Weiss (Georgia Institute of Technology) and Russell Cropanzano (University of Colorado) to explain how emotions and moods influence job performance and job satisfaction. [1]
In turn, the more flow there is, the more positive affect there will be. A similar spiral happens with negative affect. The more negative affect there is in a workplace, the likelihood of flow will decrease. As the flow decreases, it can lead to more negative affect in the workplace. [38]