조작된 비디오 보여주면 현장목격자는?
코메디닷컴 | 기사입력 2009-09-20 17:20 | 최종수정 2009-09-20 18:45
사람들은 직접 눈으로 본 사실과 그 현장을 찍었다는 비디오의 내용이 다를 때 자신의 눈을 믿을까, 아니면 비디오를 믿을까?
영국 워윅대학 심리학과의 킴벌리 웨이드 교수 팀의 연구결과 사람들은 조작된 비디오를 보게 되면 방금 전 자신이 직접 본 사실도 부정할 수 있는 것으로 드러났다. 연구진은 60명에게 컴퓨터 퀴즈 게임을 시켰다. 게임은 2인1조로 앉아 컴퓨터에 나오는 문제를 교대로 맞히는 것이었다. 답이 맞으면 자신이 건 돈 만큼을 따고 틀리면 건 돈을 두 사람 사이에 설정된 ‘은행계좌’로 넣어야 했다. 나란히 앉아 게임을 했기 때문에 옆 사람이 맞는지 틀렸는지, 그리고 건 돈을 은행에 넣었는지 안 넣었는지 다 볼 수 있었다.
게임이 끝난 뒤 이들 60명은 세 그룹으로 나뉘어 각기 다른 설명을 들었다. 첫 그룹은 “아까 게임을 할 때 당신 옆 사람이 속임수를 쓴 것 같다”는 얘기를 들었고 두 번째 그룹은 “옆 사람이 속임수를 쓰는 걸 촬영했다”는 소리를 들었으며 마지막 그룹은 ‘속임수의 현장’을 찍은 비디오라는 동영상을 실제로 봤다. 이 비디오는 연구진이 가짜로 만든 것이었다.
“속임수를 쓴 사람을 경찰에 고발해야 하니 ‘속임수를 쓰는 것을 봤다’는 진술서에 서명해 달라”는 연구진의 요구에 첫 그룹에선 단 5%만이 서명을 했다. 상대방이 속임수를 안 썼다는 것을 똑똑히 봤기 때문이었다. “속임수 장면을 촬영했다”는 소리를 들은 두 번째 그룹에서도 서명한 사람은 10%에 불과했다. 그러나 ‘속임수 현장을 찍은 비디오’를 본 세 번째 그룹 사람들은 무려 40%가 서명했다. 자신의 눈으로 그렇지 않은 것을 봤으면서도 단지 가짜 비디오를 봤다는 이유만으로 죄 없는 옆 사람을 처벌해 달라고 증언한 것이었다. 연구진이 서명하지 않은 사람에게 “중요한 문제니 한 번 더 생각해 달라”고 부탁하자 10%가 추가로 서명해 서명자는 50%로 늘어났다.
이 연구에 대해 웨이드 박사는 “목격자의 진술이 얼마나 잘못될 수 있는지를 보여 주는 실험결과”라며 “디지털 기술이 발달해 비디오 조작이 얼마든지 가능한데도 사람들은 ‘현장을 찍은 비디오’라는 걸 보여 주면 자신의 목격 사실을 뒤엎고 비디오를 믿는 경우가 절반이나 된다”고 말했다.
이 연구결과는 ‘응용 인지심리학(Applied Cognitive Psychology)’ 최신호에 실렸으며 미국 과학논문 소개사이트 유레칼러트, 영국 일간지 텔레그래프 등이 18일 보도했다.
김혜민 기자 (haemin@kormedi.com)
저작권ⓒ '건강을 위한 정직한 지식' 코메디닷컴 / 무단전재-재배포 금지
이 기사 주소http://news.naver.com/main/read.nhn?mode=LPOD&mid=etc&oid=296&aid=0000003919
Monday, September 21, 2009
Tuesday, September 8, 2009
What do managers do?
Leadership - Harvard Business Review
What do managers do? Henry Mintzberg
Three roles;
Interpersonal roles - figurehead;
spent time on ceremonial duties, hiring and training staff, motivate and encourge employees, reconciling individual needs with the goals of the organization.liaison role - subordinates; clients, business associates, and suppliers; and peers, government and trade organization officials, fellow directors on outside boards
Informational roles;
Decisional roles;
Plan, organize, coordinate, and control
Required skills;
Developing peer relationships
Carrying out negotiations
Motivating subordinates
Resoving conflicts
Establishing information networks
Disseminating information
Making decisions with little or ambiguous information
allocating resources
Today's gossip may be tomorrow's fact.
What do managers do? Henry Mintzberg
Three roles;
Interpersonal roles - figurehead;
spent time on ceremonial duties, hiring and training staff, motivate and encourge employees, reconciling individual needs with the goals of the organization.liaison role - subordinates; clients, business associates, and suppliers; and peers, government and trade organization officials, fellow directors on outside boards
Informational roles;
Decisional roles;
Plan, organize, coordinate, and control
Required skills;
Developing peer relationships
Carrying out negotiations
Motivating subordinates
Resoving conflicts
Establishing information networks
Disseminating information
Making decisions with little or ambiguous information
allocating resources
Today's gossip may be tomorrow's fact.
Credibility is the foundation of leadership
Credibility is the foundation of leadership
"Leadership is in the eyes of other people; it is they who proclaim you as a leader." Carrie Gilstrap, Hewlett-Packard.
Common phrases people use to describe how they know credibility when they see it.
They practice what they preach.
They walk the talk.
Their actions are consistent with their words.
They put their money where their mouth is.
They follow through on their promises.
They do what they say they will do.
"Leadership is in the eyes of other people; it is they who proclaim you as a leader." Carrie Gilstrap, Hewlett-Packard.
Common phrases people use to describe how they know credibility when they see it.
They practice what they preach.
They walk the talk.
Their actions are consistent with their words.
They put their money where their mouth is.
They follow through on their promises.
They do what they say they will do.
Challenge the process.
Challenge the process.
Whatever the challenge, all the cases involved a change from the status guo.
It's critical for leders to always be looking for ways to improve their team, taking interests outside of their job or organization, finding ways to stay current of what the competition is doning, networking, and taking initiative to try new things." They search for opportunities to innovate, grow, and improve. Innovation comes more from listening than from telling.
"Mediocrity and status quo will never lead a company to success in the marketplce.Taking risks and believing that taking them is worthwhile and are only way companies can 'jump' rather than simply climb the improvement ladder," Mike Pepe, O3 Entertainment
"Leadership is learning by doing, adapting to actual conditions. Leaders are constantly learning from their errors and failures." Claude Meyer, Red Cross.
Life is the leader's laboratory, and exemplary leaders use it to conduct as many experiments as possible. Try, fail, learn. Try, fail, learn. That's the leader's mantra. Leaders are learners. They lean from their failures as well as their success, and they make it possible for others to do the same.
Whatever the challenge, all the cases involved a change from the status guo.
It's critical for leders to always be looking for ways to improve their team, taking interests outside of their job or organization, finding ways to stay current of what the competition is doning, networking, and taking initiative to try new things." They search for opportunities to innovate, grow, and improve. Innovation comes more from listening than from telling.
"Mediocrity and status quo will never lead a company to success in the marketplce.Taking risks and believing that taking them is worthwhile and are only way companies can 'jump' rather than simply climb the improvement ladder," Mike Pepe, O3 Entertainment
"Leadership is learning by doing, adapting to actual conditions. Leaders are constantly learning from their errors and failures." Claude Meyer, Red Cross.
Life is the leader's laboratory, and exemplary leaders use it to conduct as many experiments as possible. Try, fail, learn. Try, fail, learn. That's the leader's mantra. Leaders are learners. They lean from their failures as well as their success, and they make it possible for others to do the same.
Leaders inspire a shared vision.
Leaders inspire a shared vision.
"What made the difference was the vision of how things could be and clearly painting this picture for all to see and comprehend." Mark D'Arcagelo, Hitachi Semiconductor.
Leaders have to
envision exciting and ennobling possibilities.
enlist others in a common vision.
"What made the difference was the vision of how things could be and clearly painting this picture for all to see and comprehend." Mark D'Arcagelo, Hitachi Semiconductor.
Leaders have to
envision exciting and ennobling possibilities.
enlist others in a common vision.
The five practices of exemplary leadership
The five practices of exemplary leadership
"Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen" Alan Keith, Genentech
Everybody want to win, Everybody wants to be successful. Everybody comes to work trying to make a difference."If you keep your eyes open and periodically actually shut your mouth, and you have the courage to turn the mirror around on yourself, it's amazing what you can learn and how you can change things." Dick Nettell, Bank of America.
Write down five adjectives that described the company at the moment
Write down five adjectives that described how they thought their peers would describe the company and what they thought the associates would say.
Describe how they would like the company to look in three to five years.
Our vision of the future...
We will be seen as a ~
We will be acknowledged across ~ as a model to follow
We will be viewed.
Our mission is...
To provide ~
"I'm here at ~ because I want to be here" "You've lost the right to suffer in silence, if you have an issue, open your mouth. I want you to talk to your managers, talk to me. Give me ideas and proposals that I have the authority to approve" Dick Nettell, Bank of America.
"I hate the predictable. I hate doing things the way everyone else does. Whatevere I do I like to do something difference. I never wanted to be a me-too company from day one." Claire Owen, SG Group Stopgaps
Clear set of values. The only reason I'm sitting here is because I like these values.
" I wanted to run a business that had a phenomenal reputation" " I wanted to open and transparent business that people could trust. We operate by the principle of total transparency. She wanted a company that people wanted to do business with"
Held a meeting once a month for an hour and everybody comes. Share the company's finance, what the business turned over, the profit made or loss taken, where the business has come from, any marketing that's going on,a lot of people things - who's joining, who's leaving, who's got an anniversary this month, and anything else that affects staff.
Weekly meeting. It's a book back at the week, a sharing of good things and bad things that went on during the week.
Biweekly forum to share in depth the issues they're having. Notice summary to find a solution to them.
Biweekly staff newsletter - for more personal needs, like someone wanting details of a great Mexican restaurant, a good plumber, or a flatmate.
Every month - Informal recognitions and celebrations - toast personal successes, anniversaries, and birth of babies.nominate people who have gone the extra mile. - every winner gets a special envelop thanking for going the extra mile and presenting 50,000 worth of coupon.
Flexible benefits scheme - staff customize the plan to fit their needs - gym membership, health insurance,personal coaching.
What else can we do to stay ahead? " We don't have employees. We don't have staff. We have people, and people have emotions, and people have needs."
Leaders' deeds are far more important than their words when one wants to determine how serious leaders really are about what they say. Words and deeds must be consistent. Exemplary leaders go first by setting the example through daily actions.
People follow first the person, then the plan.
"Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen" Alan Keith, Genentech
Everybody want to win, Everybody wants to be successful. Everybody comes to work trying to make a difference."If you keep your eyes open and periodically actually shut your mouth, and you have the courage to turn the mirror around on yourself, it's amazing what you can learn and how you can change things." Dick Nettell, Bank of America.
Write down five adjectives that described the company at the moment
Write down five adjectives that described how they thought their peers would describe the company and what they thought the associates would say.
Describe how they would like the company to look in three to five years.
Our vision of the future...
We will be seen as a ~
We will be acknowledged across ~ as a model to follow
We will be viewed.
Our mission is...
To provide ~
"I'm here at ~ because I want to be here" "You've lost the right to suffer in silence, if you have an issue, open your mouth. I want you to talk to your managers, talk to me. Give me ideas and proposals that I have the authority to approve" Dick Nettell, Bank of America.
"I hate the predictable. I hate doing things the way everyone else does. Whatevere I do I like to do something difference. I never wanted to be a me-too company from day one." Claire Owen, SG Group Stopgaps
Clear set of values. The only reason I'm sitting here is because I like these values.
" I wanted to run a business that had a phenomenal reputation" " I wanted to open and transparent business that people could trust. We operate by the principle of total transparency. She wanted a company that people wanted to do business with"
Held a meeting once a month for an hour and everybody comes. Share the company's finance, what the business turned over, the profit made or loss taken, where the business has come from, any marketing that's going on,a lot of people things - who's joining, who's leaving, who's got an anniversary this month, and anything else that affects staff.
Weekly meeting. It's a book back at the week, a sharing of good things and bad things that went on during the week.
Biweekly forum to share in depth the issues they're having. Notice summary to find a solution to them.
Biweekly staff newsletter - for more personal needs, like someone wanting details of a great Mexican restaurant, a good plumber, or a flatmate.
Every month - Informal recognitions and celebrations - toast personal successes, anniversaries, and birth of babies.nominate people who have gone the extra mile. - every winner gets a special envelop thanking for going the extra mile and presenting 50,000 worth of coupon.
Flexible benefits scheme - staff customize the plan to fit their needs - gym membership, health insurance,personal coaching.
What else can we do to stay ahead? " We don't have employees. We don't have staff. We have people, and people have emotions, and people have needs."
Leaders' deeds are far more important than their words when one wants to determine how serious leaders really are about what they say. Words and deeds must be consistent. Exemplary leaders go first by setting the example through daily actions.
People follow first the person, then the plan.
The leadership challenge
The leadership challenge
By James M. Kouzes, Bary Z. Posner
Getting extraordinary things done in organization
The leadership challenge is about how leaders mobilize others to get extraordinary things done in organization. It's about the practices leaders use to transform values into actions, visions into realities, obstacles into innovations, separateness into solidarity, and risks into rewards.
It's about leadership that creates the climate in which people turn challenging opportunities into remarkable successes.
There are countless opportunities for each of us to make a difference. For instance, there are opportunities to
* Provide direction and support to out teams during uncertain times.
* More fully utilize the talents of our colleagues.
* Set a positive example of what honesty and ethics mean in daily life
* Find a better balance in our always-on, 24/7/365 lives
* Apply knowledge to products and services, creating extraordinary value for the customer
* Put the innocence and wisdom of different generations into our workplace and into our products and services
* Use the tools of technology to weave a web of human connection
* Tap the wealth of scientific knowledge to create a safer and more sustainable world.
* Rebuild a sens of community and increase understanding among diverse peoples.
* Turn information into knowledge and improve the collective standard of living
* Bring peace to a world tired of war
* Restore hope and create a deeper sense of meaning in our lives.
It's about those who seize these opportunities to lead us to greatness. It's about how traditional systems of rewards and punishments, control and scrutiny give way to innovation, individual character,and the courage of convictions. Leadership is not the private reserve of a few charismatic men and women. It is a process ordinary peole use when they bringing forth the best from themselves and others.When the leader in everyone is liberated extraordinary things happen.
In the end, we realize that leadership is self-development. Meeting the leadership challenge is a personal -and a daily - challenge for all of us. We know that if you have the will and the way to lead, you can. You have to supply the will. We'll do our best to supply the way.
By James M. Kouzes, Bary Z. Posner
Getting extraordinary things done in organization
The leadership challenge is about how leaders mobilize others to get extraordinary things done in organization. It's about the practices leaders use to transform values into actions, visions into realities, obstacles into innovations, separateness into solidarity, and risks into rewards.
It's about leadership that creates the climate in which people turn challenging opportunities into remarkable successes.
There are countless opportunities for each of us to make a difference. For instance, there are opportunities to
* Provide direction and support to out teams during uncertain times.
* More fully utilize the talents of our colleagues.
* Set a positive example of what honesty and ethics mean in daily life
* Find a better balance in our always-on, 24/7/365 lives
* Apply knowledge to products and services, creating extraordinary value for the customer
* Put the innocence and wisdom of different generations into our workplace and into our products and services
* Use the tools of technology to weave a web of human connection
* Tap the wealth of scientific knowledge to create a safer and more sustainable world.
* Rebuild a sens of community and increase understanding among diverse peoples.
* Turn information into knowledge and improve the collective standard of living
* Bring peace to a world tired of war
* Restore hope and create a deeper sense of meaning in our lives.
It's about those who seize these opportunities to lead us to greatness. It's about how traditional systems of rewards and punishments, control and scrutiny give way to innovation, individual character,and the courage of convictions. Leadership is not the private reserve of a few charismatic men and women. It is a process ordinary peole use when they bringing forth the best from themselves and others.When the leader in everyone is liberated extraordinary things happen.
In the end, we realize that leadership is self-development. Meeting the leadership challenge is a personal -and a daily - challenge for all of us. We know that if you have the will and the way to lead, you can. You have to supply the will. We'll do our best to supply the way.
Subscribe to:
Posts (Atom)