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5.

0 Error and Biases in Attributions


5.1 Fundamental Attribution Error
When we tend to overestimate the role of person factors and overlook the impact of
situations, we are making a mistake that social psychologists have termed the fundamental
attribution error. This error is very closely related to another attributional tendency,
the correspondence bias, which occurs when we attribute behaviors to peoples internal
characteristics, even in heavily constrained situations.
5.2 Self-serving Bias
The self-serving bias refers to our tendency to take personal credit for success while
blaming outside sources for our failures. Essentially, we tend to believe that our successes are
due to internal traits and talents, while our failures are caused by variables outside of our control.
5.3 The actor-observer Bias
Actor-observer bias is a type of attributional bias.The actor-observer bias is a term
in social psychology that refers to a tendency to attribute one's own actions to external causes,
while attributing other people's behaviors to internal causes. Essentially, people tend to make
different attributions depending upon whether they are the actor or the observer in a situation.
5.4 Group serving bias
The group-serving

bias, sometimes

referred

to

as

the ultimate

attribution

error, describes a tendency to make internal attributions about our in groups successes, and
external attributions about their setbacks, and to make the opposite pattern of attributions about
our outgroups (Taylor & Doria, 1981).
5.5 Victim-blaming biases
Another bias that increases the likelihood of victim-blaming is termed the just world
hypothesis, which is a tendency to make attributions based on the belief that the world is
fundamentally just. In other words, that the outcomes people experience are fair.

9.0 Cultural Perception in Organizations


9.1 Cultural Perception of Time:
People and organizations in clock-time cultures are more likely to emphasize
monochronic (M-time) approaches, meaning they like to focus on one activity at a time.People in
this culture concentrate on the job they are doing and committed to job.M-time culture are
accustomed to short-term relationships.People in this culture are low context and need
information.They are dedicate themselves to plans.
People in event time cultures, on the other hand, tend to emphasize polychronic (Ptime) approaches, meaning they prefer to do several things at once. Organization using this
culture can be easily distracted but they manage interruptions well. P-time cultures are
characterized by a strong involvement with people. They emphasize on having strong tendency
to build lifetime relationships.Polychronic culture are high context and already have
information.P-time culture change plans often and easily.
9.2 Cultural Perception of Communication:
Cultural perception of communication divided into high context and low context
culture.High context culture value traditions.Relationships depend on trust, build up slowly, are
stable.They rely on non-verbal signs such as tone of voice,facial expressions,body language and
so on.High context (HC) culture require little explanation and change is slow. Things are rooted
in the past, slow to change, and stable.Learning in this culture are more collectivistic. Groups are
preferred for learning and problem solving.
Low context cultures tend to make many shallower,short-term relationships.This culture
require explicit communication since they lack additional context.Communication is more direct
and confrontational.Low context (LC) culture require all the information in the message and can
change quickly.One can make change and see immediate results.Learning are more
individualistic. An individual orientation is preferred for learning and problem solving.
9.3 Cultural Perception of Power:
Power-distance is the extent to which people accept unequal power distribution in a
society. A high power-distance society believes in strict authority and hierarchy and has low

egalitarianism. Less powerful citizens of such societies tend to accept this unequal power
distribution. In high power distance culture,it is acceptable for a supervisor to display his
authority.Managers rarely interact or socialize with workers.
A low power-distance society emphasizes egalitarianism and shared power. The leader in
such a society is a "first-among equals." There may be a moral and cognitive aspect to the powerdistance dimension. Supervisors are expected to treat employees respectfully.Managers socialize
and interact with workers more often.

References:
Levine, R. (2012). Time use and happiness: Implications for social policy. Thimpu, Bhutan:
Centre for Bhutanese Studies.
Edward T. Hall, Beyond Culture, Anchor Books, 1977, p. 91-131
Lakoff, G. (2002). Moral Politics : How Liberals and Conservatives Think. Chicago: University
Of Chicago Press.
Taylor, D. M., & Doria, J. R. (1981). Self-serving and group-serving bias in attribution. The
Journal of Social Psychology, 113(2), 201-211.

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