https://padlet.com/djschwartz0121/y05w97mcwr31febs Managerial Decision Making Final Project en-us 2021-11-28 14:38:42 UTC 2025-11-09 16:42:11 UTC hello@padlet.com djschwartz0121 https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916304884 David Schwartz
Will Madonia
Elliot Machado
Nicole Regueira
Mitch Gray]]> 2021-11-28 14:38:42 UTC https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916304884 djschwartz0121 https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916306817 The Managerial Decision Making Team seeks to create a structured program for businesses to eliminate “In-Group Favoritism” and legacy hiring by creating ethical nudges that can lead to management promoting diversity and inclusion in the workplace, leading to higher morale and a better work environment. These nudges would include the use of uniform interview questions, diversity seminars, and interviews conducted by multiple employees to assess a candidate's ability to succeed in the workplace.]]> 2021-11-28 14:40:46 UTC https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916306817 djschwartz0121 https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916307038 A basic psychological finding is that we tend to identify with people who are a lot like us. Dasgupta (2004) has reviewed almost 100 research studies that show that people have a greater tendency to associate positive characteristics with their “in-groups” (groups they belong to) than with “out-groups” (groups they do not belong to) and to more easily associate negative characteristics with out-groups than with their in-groups. As a result, we tilt toward hiring people who share our nationality, religion, race, gender, or alma mater and ascribe disproportionate value to their contributions in a team. When those in the majority tend to favor people who are similar to them when allocating scarce resources (such as jobs, promotions, college admissions, and mortgages), they effectively discriminate against those who are different from them, creating a systematic loss for wider society. On an organizational scale, numerous course authors have shown that affinity bias, implicit attitudes, confirmation bias, and moral licensing lead to homogenous and dysfunctional teams that make lower quality decisions than well-integrated, culturally diverse teams. Our research project will propose several behavioral nudges aiming to diminish the impact of discriminatory biases in organizational hiring and decision-making processes. ]]> 2021-11-28 14:41:00 UTC https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916307038 djschwartz0121 https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916307121 The Managerial Decision Team understands that the implementation of our strategy must be adaptable. There are two levels of measuring impact. The first level is the success of the business. Whatever the business model is, the team wants to examine the impact of our changes on the business. This could be changes throughput in a production process, change in sales over time, increased efficiencies, employee satisfaction, and customer satisfaction. These measurements will need to be gauged over time. Ideally we will be able to keep other business variables constant to isolate and identify the impact of the program. However, the team is aware that this may not be entirely possible, which is then the second level of measured impact of business satisfaction. The businesses we work with know their team best. We plan on actively communicating with these groups to include all feedback as needed. It is entirely possible that there is a better method of improving diversity and inclusion, and the Managerial Team strives to find the best solution with the help of our partnerships.

]]> 2021-11-28 14:41:06 UTC https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916307121 djschwartz0121 https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916307250 The Managerial Decision Making Team is seeking to address the class concept and social obstacle of “In-Group Favoritism.” Our project will propose solutions to curtail affinity bias, implicit attitudes, moral licensing, and confirmation bias, which course readings and lectures have demonstrated are key drivers of discriminatory behavior. 
In the book Nudge, Thaler and Sunstein (2008) outline a structure for thinking about devising more efficient and beneficial organizational and societal systems. They argue that we can anticipate the mistakes humans make on a regular basis and then create systems, 'nudges' that correct for these mistakes by nudging people toward better and more ethical decisions. The solutions to discriminatory biases that our project proposes are 'nudges'. ]]> 2021-11-28 14:41:11 UTC https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1916307250 nicoleregueira https://padlet.com/djschwartz0121/y05w97mcwr31febs/wish/1917229155 Our nudges within the interview process are designed to mitigate the effects of the affinity bias. We will implement specific interview questions that are designed to examine the quality of the candidate in relation to their ability to succeed in the role, rather than one-off algorithmic questions that assess how well trained an interviewee is. We would also like to note that irrelevant interpersonal questions will not be allowed during the interview process. We recommend that interviews are supervised by other existing employees that can ensure the discussion is within the set parameters. We hope that with these nudges, affinity bias would be eliminated from the interview process, encouraging a more diverse workforce. Simply having a diverse workplace can lead to people not having their voice heard, resulting in a high turnover rate of employees. The Team aims to promote Radical Candor in the workplace, which can be defined as guidance and feedback that’s kind, clear, specific, and sincere. This humble and helpful feedback should not be personal, but rather serve to make sure that great work doesn’t go unnoticed. This strategy would promote open dialogue within a business to ensure everyone’s ideas are accounted for.

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