Chapter 4 Learning and PerceptionLearning at NUMMIKnowledge ObjectivesLearningOperant ConditioningSocial LearningContingencies of ReinforcementSlide 8Reinforcing ContingenciesNon-Reinforcing ContingenciesPunishment GuidelinesPunishment Taken Too FarSchedules of ReinforcementIntermittent ReinforcementExamplesSocial Learning TheoryOther Conditions for LearningTraining and Enhancing PerformanceOrganizational Behavior ModOB Mod Part 1OB Mod Part 2OB Mod Part 3SimulationsCausal RelationshipsLearning from FailureIntelligent Failures“We Are Ladies and Gentlemen Serving Ladies and Gentlemen”PerceptionSlide 29Slide 30Slide 31Slide 32Perceptions of People“Beauty Is Only Skin Deep” – Or Is It?Self-PerceptionInternal-External AttributionAttributions of CausalityAttributions of Success and FailureTask PerceptionThe Strategic LensQuestions4-1Michael A. HittC. Chet MillerAdrienne ColellaChapter 4 Learning andLearning andPerceptionPerceptionSlides by Ralph R. Braithwaite4-2Learning at NUMMILearning at NUMMI•What are your thoughts on the peer pressure approach to teamwork and norms at NUMMI?•What would be your reaction to having a high-level manager from another part of the organization entering your workforce “undercover”? What would be the advantages and disadvantages?•Have you had any experiences similar to the learning at “the old plant” described in the scenario?•How might the approach to teams and employees in place at NUMMI work in other types of industries? Exploring Behavior in Action4-3Knowledge ObjectivesKnowledge Objectives1. Describe the effects on learning of positive reinforcement, negative reinforcement, punishment, and extinction.2. Discuss continuous and intermittent schedules of reinforcement.3. Explain how principles of learning can be used to train newcomers as well as to modify the behavior of existing associates.4. Describe the conditions under which adults learn, in addition to rewards and punishments.5. Describe some specific methods that organizations use to train associates.6. Discuss learning from failure.7. Identify typical problems in accurately perceiving others and solutions to these problems.8. Explain the complexities of causal attributions and task perception.4-4LearningLearning•Relatively permanent change in capabilities•Process of behavior change based on positive or negative experiences•Occurs only when changes in behavior happen•Driven by experience with a particular situation4-5Operant ConditioningOperant Conditioning•Reinforcement based•Behavior is learned as a function of its consequence•Roots in the late 1800s with animals•Learning results from simple conditioning, not from higher mental functioningB.F. Skinner, a behaviorist, emphasized conditioning in people4-6Social LearningSocial Learning•Humans can observe others in a situation and learn from what they see•No direct experience to a specific situation is needed to understand the behavior and its consequences•Learning can result from higher mental functioningAlbert Bandura4-7Contingencies of ReinforcementContingencies of ReinforcementSituationBehavioralResponseConsequencesof Behavior4-8Contingencies of ReinforcementContingencies of ReinforcementThe SituationBehavioral ResponseNew Response to the SituationPositive consequences, or removal of negative ones, reinforces behavioral responseAversive consequences lead to avoidance of the same behavioral response, or to new responses to similar situations in the futureAdapted from Exhibit 4-1: Effects of Reinforcing Consequences on Learning New BehaviorsConsequences of the Behavior4-9Reinforcing ContingenciesReinforcing ContingenciesReinforcement increasesincreases the likelihood that the behavior will be repeated in the same or similar situationsPositive ReinforcementNegative Reinforcement4-10Non-Reinforcing ContingenciesNon-Reinforcing ContingenciesNon-reinforcing contingencies always refer to contingent events that decreasedecrease the likelihood that the behavior will be repeated in the same or similar situationsPunishment ExtinctionR.I.P.4-11Punishment GuidelinesPunishment Guidelines•Use only if necessary•Deliver as quickly as possible afterthe undesired event•Focus on specific behaviors that have been made clear to the recipient•Deliver in an objective, impersonal fashion•Listen to the person before taking action4-12ManagerialAdvicePunishment TakenPunishment TakenToo FarToo Far•Thoughts about the “obey or else” environment in the cockpit?•What changes would you recommend to improve the working relationships and reduce potential accidents?•What has been your experience with an environment such as this one?4-13Schedules of ReinforcementSchedules of ReinforcementContinuousIntermittent4-14Intermittent ReinforcementIntermittent ReinforcementWhat should I use?Fixed intervalVariable intervalFixed ratio orVariable ratio4-15ExamplesExamplesFixed IntervalCalling a radio station once a week for a chance to win a prize Fixed RatioCar salesperson gets a $1000 bonus for each 10 cars sold Variable IntervalPressing the "redial" button when you keep getting a "busy" signal Variable RatioBetting on specific numbers on a roulette wheel4-16Social Learning TheorySocial Learning TheorySymbolizationSymbolizationand and ForethoughtForethoughtObservationObservationSelf-EfficacySelf-Efficacy4-17Other Conditions for LearningOther Conditions for Learning•Associates need to know why they are learning what they are learning•Associates need to use their own experiences as the basis for learning•Associates need to practice what they have learned•Associates need feedback4-18Training and Enhancing Training and Enhancing PerformancePerformanceDetermine new behaviors to be learnedBreak new behavior into smaller, logical segmentsDemonstrate desired behaviors to traineeTrainee practices new behaviorUse contingent reinforcement for new behaviorNew job behaviors learned, performance improves4-19Organizational Behavior ModOrganizational Behavior ModAlso known as performance management, a formal procedure that focuses on improving task performance through positive reinforcement of desired behaviors and elimination of undesired behaviors4-20OB Mod Part 1OB Mod Part 1Adapted from Exhibit 4-3: Shaping Behavior Through OB Modification4-21OB Mod Part 2OB Mod Part 2Adapted from Exhibit 4-3: Shaping Behavior Through OB Modification4-22OB Mod Part 3OB Mod Part 3Adapted from Exhibit 4-3: Shaping Behavior Through OB
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