Volvo
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The type of heuristic that was identified after talking with the boss about my decision in purchasing Volvos for the sales staff was “The Representativeness Heuristic.” People are inclined to draw their conclusions by the possibility of an event by finding a similar known event and assuming that the possibilties will be comparable (Plous, 1993). If something does not fit exactly into a known category, individuals will estimate it with the nearest class available. Hence, the primary fallacy is in assuming that relationship in one phase leads to connection in other aspects (Kahneman and Tversky, 1984). The boss bias reaction was the result of his brother-in-laws Volvo who apparently had major problems with his vehicle.
The types of heuristic that I will employ to help me influence the Bosss decision will be “Attribution Theory.” Individuals have needs to elucidate the world, both to ourselves and to other people, attributing cause to the events around us. This gives us a better sense of power. When amplifying behavior, it can affect the standing of people within a group. When another person has made a mistake, people will often use internal attribution, saying it is due to internal personality factors. When we have made a mistake, people will more likely use external attribution, attributing causes to situational factors rather than blaming ourselves. We will attribute our successes internally and the successes of our rivals to external luck. When a basketball team earns the victory, fans will say we won. However; when the team is defeated, the fans say they lost (Roesch and Amirkham, 1997).
The “Attribution Theory” will help sway the boss to my viewpoint and approve my recommendation to purchase Volvos. When the sales staff receives there brand new Volvo it will motivate the employees to work harder and the business revenue will increase. When an employer takes care