1. Decision Making Presentation
2010
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2. Threat-Rigidity Effects in
Organizational Behavior
A Multilevel Analysis
Luke Chiu
3. Frame of Article
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Intensification of Threat (Radical Change)
***Maladaptive Cycles
Environmental Change
Information Restriction
Threats
(Lost / Cost)
Rigidity in Response
(well-learned /
dominant response)
Constriction in Control
Functional Adaption
Reducing of Threat (Incremental Change)
***Conclusion mentioned that when adversity results from radical change, organizational control and press efficiency may be dysfunction due to[Resource Scarcity]. (page 519)
5. Single-Level & Multilevel Analysis
Pressure
Uniformity
6. INDIVIDUAL
GROUP
(3)
(1)
(2)
ORGANIZATION
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Individual Level Effects
(1). Three Manipulated Variables-- SAA
(2). Two Key-point for research on SAA
(3). Three Aspects for Summary Model
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Stress, Anxiety, Physiological Arousal
Psychological Stress is manipulated by experimental context to test Performance-Failure feedback.
3 Variables-
Perception Arena: Visual vs. Stimuli.
Problem Solving & Learning
Motor Performance : Stress vs. Training
support Hull-Spence Theory of Motivation.
Dominant response are irrelevant.
STRESS
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Trained
TS
STRESS

NON-STRESS

uTS
uTnS
Motor Performance
Untrained
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Stress, Anxiety, Physiological Arousal
2 Sub stream Studies-
Correlation [Anxiety] vs. [Performance Indicator]
Anxiety; Visual Stimulation
[ Experimental Manipulations ]
[ Stress Study]
ANXIETY
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Stress, Anxiety, Physiological Arousal
Effect of Arousal on Perception
Learning
Motor Performance
[ Psychological ][ Physical]
Complementary
Stress& Anxiety
AROUSAL
AROUSAL
12. Model of Individual Threat-Response
STRESS
ANXIETY
AROUSAL
Natural Cognitive Indicates SAA
Threat Situation
Link
Properties of Individual Behaviors
[Psychological] STRESS & ANXIETY
[Physical]
13. GROUP Level Effects
14. Outside Threats
Intergroup
Ties
Inside Threats
Sociometric Choices
Sociometric Choices
Intergroup Hostility
Group1
Group 2
Manipulated
Intragroup Bases
Intragroup
Relations
Outside Threats
15. Receive Failure Information (Cont next in ORG )
Failure Leaders Influence
Leadership Replacement
Decentralized Power
Centralized Authority
Collective Achievements
External Threats Preexisting
16. Collective Goals
Individuals
Pressure on opinions / Belief
Individuals perceive uniformity as necessary to reach collective goals
Group Syndrome:
Pressure toward uniformity,
self-censorship of deviant beliefs by other members(individuals)
Dependent on Group
17. Outside Threats
Internal Attribution
Information Restriction & Control
Cohesiveness
Leadership
Uniformity
Likelihood of Success
External Attribution
Outside Threats
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Organizational Level Effects
1. The Effects of Threat on Information Process.
2. The Effects of Threat in Control (Mechanistic Shift)
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Information Process
Detect Threatsinformation
Found Reality-Threat
Received Failure information
Decision Made
Coz Overload Communication Channels
INF Search Decreased
INF Search
Reintensify
ONLY to confirmdecision Outcomes
Subordinates solicited Advices
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Mechanistic Shift
1. Organizational Hierarchy
2. Formation; Standardized; Centralized
Exception:
Natural Disasters
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Model of Organization Response Threats
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LEVEL
ANALYSIS
ORGANIZATION
(Mechanistic Shift)
1.Restricting INF
2. Move control to higher level
GROUP
Expectation of successfully
Resisting Threats
INDIVIDUAL
Information Processing
Behavior Response
Multilevel TRE Theory
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Individual-Level Effect in Group Settings
Individual
Organization
Group
May be explained by [ Cognitive Changes] in the individuals who compose the group.
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Individuals
ORG
Group
Group Effects in Org
Any rigidity generated by [ Groupthink] process under threats may be manifested or regarded as [Organizational Actions].
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Individual
ORG
Individual Effects in ORG
Decision originates with administrator acting alone, so regarded as Individual
Organizational challenges usually cover [ interests of individual actors].
Individual may exacerbate the power differential between subunits and administrators.
26. Individual in Organizations
Center
TOP-Level
Administrators
*Individuals in organization may be central or peripheral interests.
Middle-Level
Administrator
*Middle-level administrators express loyalty to subunits or groups.
Peripheral
27. Conclusion
Extinction-Survival 2-Edged Mechanism Amplified.
28. Supplementary Case
The Icelandic volcano Eyjafjallajokull is a vivid and latest evidence to challenge the conclusion of TRT. The initial position of Europes regulators was that the safe level of volcanic ash was zero, thus grounding all flights in the broad swathes of sky which computer models said could be tainted. The fact that this regulatory stance changed in the face of an affluent cadre of displaced people, airlines feeling pinch, a looming threat to some supply chains and an election (constituency in Britain), makes it all the more suspicious.
29. TRT in Organization Behavior
In the field of organization behavior, there are two conflict theories in explaining the risk-taking-driven behaviors. Threat-rigidity theory asserts that organizations will behave conservatively under threat conditions; meanwhile, Prospect theoryargues that organizations will behave in a risk-taking manner when they is below a specific self-perceived reference point.
30. Thank you!