Question

Gary Kelly: A role model leader at Southwest Airline

- Describe Gary Kelly as per the Myers-Briggs Type Indicator Model, and the Eysenck Model (MBTI)

- Consider yourself as a senior consultant to Gary Kelly, advise him about the Carnegie Model for taking decisions and the Common Biases and Errors in Decision Making

Answer 1

- Describe Gary Kelly as per the Myers-Briggs Type Indicator Model, and the Eysenck Model

Gary Kelly who is the CEO and Chairman of Southwest Airlines is a people’s person. He had been working with company for more than 30 years and is still having that zest in him to work and contribute more.

Keeping the above stated Myers-Briggs and Eysenck model as the base for describing Gary Kelly, I would say that he is an extraversion as he loves and respects values and people. And is a person of both sensing and intuitions as he considers the information that is available for him around. He is also a person who is looking into more opportunities and gets the company growing. Gary is a person with perception and thinking.

He is all that a company would need and require from a leader which is why he is still the head of the company and is getting the company growing. And he is a person who respects teamwork, value and also ensures respect for the civility. He looks forward to be a profitable company along with serving more people and making the company the most desirable.

- Advising Gary about the Carnegie Model for taking decisions and the Common Biases and Errors in Decision Making:

Carnegie model is a decision making model which is used for responding to a model by searching and selecting a solution for course of action that will create value for the stakeholders of the organization. And the Carnegie model a set of more realistic assumptions about the decision making process which is as follows:

a. Satisficing: This is limited information searches so as to identify problems and the alternative solutions available.

b. Bounded Rationality: It is a limited capacity to process the information.

c. Organizational Coalitions: Which states that, the solution chosen is a result of compromise, bargaining and accommodation between coalitions?

Here the information available for decision making would be limited which would make it costly and also the range of alternatives procured would also be limited. And the solutions which are chosen here are on the basis of bargaining and compromising which would only be satisficing for the organization and not the best.

The most common biases and errors in decision making are enlisted below:

a. Overconfidence Bias occurs when the decision makers think he knows more than what they actually know and is holding too much positive views about themselves.

b. Immediate Gratification is when the decision maker wanted immediate results and don’t even care about the cost.

c. Anchoring Effect where they tend to believe in the information that they received first and ignore the information’s received in eh alter stages.

d. Confirmation occurs when the decision maker seeks out information that reaffirms their past judgments and would leave out the information that challenges their preconceived views.

e. Selective Perception Bias is when they selectively organize and interpret events based on their biased perception which may be wrong.

f. Framing Bias is when the decision maker highlights certain aspects of a situation and excluded the others. Here they tend to omit certain parts and end up in incorrect reference point.