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Case Study # 2
Tran Thien Huong Nguyen
Human Resources Management, University of Winnipeg
HRSP 22: Organization Behaviour
Instructor: Judy Murphy
August 9, 2022
1. First, Matt might be making a decision based on a choice-supportive bias. Matt was
happy and believed that keeping everyone on board was the best course of action as they were
happy at work and continued to be committed to the company. Therefore, even though he is
aware that an individual is purposefully harming the company, Matt will find it difficult to
decide whether to terminate them. The choice-supportive tendency reflects an inability to
accurately reflect on his past behavior – never fire an employee, blinding him to how he can be
more adaptive to new effective actions – terminate an employee. Another instance showing how
choice-supportive bias played a role in Matt's decision is his reluctance to institute new
regulations restricting online access because he always kept a very casual and creative
environment. Matt thought new ideas come everywhere and implementing many rules at work
will destroy the casual working environment.
Another cognitive bias is Matt's potential overconfidence in his ability to handle diversity
and inclusion. While Matt anticipated that there would be some differences and even encouraged
them, he underestimated how seriously the business was affected by the diversity conflict in the
workplace. In this case, those conflicts had resulted in unethical behavior, which harmed sales.
