HIPPO HIghest Paid Person's Opinion

In group studies, it is common for people of low power or status to suppress their opinion and shift to supporting the opinion of the Highest Paid Person. This can be seen as a survival strategy.

HIPPO or HiPPO is an acronym for the

Hi Highest

P paid

P person's

O opinion

HiPPO is also known as the HiPPO effect, Hippo syndrome, HiPPO culture, HiPPO management style, and the concept has been called HiPPO theory.

HiPPO effects can be seen in business closures when decisions by the top executive resulted in disaster. To avoid HiPPO disasters, decision makers in organizations need to create a psychological safe environment that permits the sharing of different opinions about products, services, and other decisions within an organization.

In the Psychology of Religion, HiPPO effects can be seen when religious leaders make decisions based on perceived divine revelation and refuse to take direction from church, school, and other organizational boards.

Reference

Kohavi, R. et al. (2007). Practical guide to controlled experiments on the Web" Listen to your customers not to the HiPPO. KDD'07. https://ai.stanford.edu/~ronnyk/2007GuideControlledExperiments.pdf 

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Resource

A book that mentions the HiPPO problem is Think Again by Adam Grant

Book Review Link

Photo credit: I took the picture of the Hippo at the St Louis Zoo

Emotional Intelligence EI (aka EQ)

 

Emotional intelligence is the ability to perceive emotional information and apply the information to evaluating, understanding, expressing, and regulating emotions in oneself and others. 

There were four abilities in the 1997 model developed by psychologists John D. Mayer and Peter Salovey:

1.to perceive and appraise emotions accurately

2. to access and evoke emotions when they facilitate cognition

3. to comprehend emotional language and use emotional information

4. to regulate one's own and others emotions to promote growth and well being

Psychologist Daniel J. Goleman expanded this work in a popular book

References

Goleman, D. (2005). Emotional intelligence: Why it can matter more than IQ. New York: Bantam.

Mayer, J.D., Salovey, P. & Caruso, D.R. (2004). Emotional Intelligence: Theory, Findings, and Implications, Psychological Inquiry, 15:3, 197-215, DOI: 10.1207/s15327965pli1503_02

Measuring Emotional Intelligence

Rotterdam Emotional Intelligence Scale (REIS)

Organizational Trust

Organizational trust depends on the relationship between at least two entities one of which is an organization. The other entity may be another organization, employees, customers, contractors, or anyone interacting with the organization.

Writing in Forbes, Kohler (2021) described trust this way:

"Organizational trust is a complicated relationship. It's the willingness of employees to be vulnerable to the actions of their leaders. When we decide if we trust a leader, we're assessing his or her competency, benevolence, and integrity."

For data on trust see the Edelman Trust Barometer.

For a measure of trust, See the Organizational Trust Index.

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Idiosyncrasy Credit

Idiosyncrasy Credit is a concept developed by Hollander (1958). Leaders earn idiosyncrasy credits from their followers based on perceptions of competence and group loyalty. These credits are an index of status. When a certain level of credits has been accumulated, leaders have some leeway to pursue group goals in ways that deviate from the group norms. This deviation from the norms ultimately requires that the leader deliver results.



Leaders lose status when they behave outside the accepted range of behavior. It is the boundaries of acceptable behavior that are proposed to vary with the amount of credits a leader has accumulated. A leader who operates on the boundaries of acceptable group behavior and consistently delivers desirable results, earns additional credits to operate within a wider range of deviation from group norms. Thus, the boundaries of what is acceptable are relaxed.

Leaders can earn idiosyncrasy credits by a long term adherence to group norms, demonstrating group oriented motivation, demonstrating competence, or being assigned to a high status role. Some leaders may "import" credits from external sources.

Idiosyncrasy credits is abbreviated as ISC and is referred to as ISC theory in some literature.

Leaders can also accumulate debts, which can lead to a loss of status and influence.

If your work includes surveys, please consider Creating Surveys available on AMAZON.

References

Hollander, E. P. (1958). Conformity, status, and idiosyncrasy credit. Psychological
Review, 65, 117-127.

Provaznik, B., Hughes, L.W., & Avey, J.B. (2009). Pushing the margins: A dynamic model of idiosyncrasy credit in top management team. Journal of Business & Leadership: Research, Practice, and Teaching, 5, 2, 1-9. Link 

Connections

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