Script for Organizational Behavior Video

Scene 1: The Interview

Setting: A corporate office interview room. Three interviewers (Ashmita,

Fariha, and Utkarsh) are seated across the table. Swagato enters
confidently.

Ashmita: Good morning, Swagato. Please take a seat. Let’s begin with
some questions about your background. Can you tell us about your
previous experience?

Swagato: (Smiling, leaning forward) Good morning! Sure. I have 3 years

of experience in project management, and I excel at leading teams to
deliver results. I thrive in challenging situations.

Utkarsh: (Leaning back, skeptical tone) What’s your biggest weakness,

Swagato?

Swagato: (Laughing lightly) Sometimes, I’m too detail-oriented. But I’ve

learned to delegate tasks better over time.

The panel exchanges approving glances, influenced by Swagato’s

confidence (Halo Effect).

Fariha: (Nodding) Impressive. How do you handle team conflicts?

Swagato: (Firmly) I address them head-on and ensure open

communication. It’s important to resolve issues quickly to keep the team
on track.

Ashmita: (Smiling) That’s a strong approach. Can you tell us about a

specific time when you exceeded expectations in your role?

Swagato: (Leaning forward enthusiastically) Absolutely. Last year, I led a

project that was behind schedule. I reorganized tasks, motivated my
team, and we not only completed it on time but saved 15% on the budget.
My manager appreciated my initiative.

Swagato leaves with a confident handshake. Avantika enters, looking

nervous.

Ashmita: Good morning, Avantika. Please have a seat. Tell us about your
background.

Avantika: (Fidgeting, avoiding eye contact) Good…good morning. I…uh…I

have 2 years of experience in data analysis.

Utkarsh: (Interrupting) Two years? That’s not much. Why do you think
you’re qualified for this role?
Avantika: (Stammering) I…I believe…my skills in…uh…analyzing data…
can add value.

The panel exchanges skeptical glances, forming a Horn Effect due to her
nervousness.

Fariha: (Pressing) Can you give us an example of a time you led a

project?

Avantika: (Quietly) I…I mostly supported…others. I…I didn’t lead.

Utkarsh: (Frowning) That doesn’t give us much confidence. Leadership is

crucial here.

Ashmita: (Trying to soften the tone) What motivates you to excel at work,
Avantika?

Avantika: (Hesitant) I…like solving problems…but I…I’m still building my

confidence.

The scene fades as Avantika leaves, looking dejected.

Scene 2: Team Meeting

Setting: A meeting room. Fariha addresses the team, including Swagato,

Avantika, Utkarsh, Ashmita, Avinash, and Kamesh.

Fariha: Team, as you know, the end-of-month performance reviews are

coming up. Let’s ensure all our targets are met.

Swagato: (Smiling, confident tone) I’m excited! This month has been
productive for me.

Avantika: (Quietly) I…I’ll do my best.

Utkarsh: Good to hear, Swagato. Avantika, I hope to see better results

from you this time.

Ashmita: (Encouraging tone) Let’s remember, performance is a team

effort. If anyone faces challenges, feel free to reach out.

Kamesh: (Muttering to Avinash) Another round of biased reviews. What’s

new?

Avinash: (Sighing) Just part of the system here. No surprises.

Ashmita: (Clearing her throat) Let’s focus on supporting each other to

achieve team goals. Remember, collaboration is key.

After the meeting, Swagato approaches Avinash.

Swagato: (Friendly tone) Avinash, what’s your plan for the review? I think
I’ll get positive feedback.

Avinash: (Sighing) I’m not satisfied here. The work…it’s not fulfilling. I’m
planning to leave.

Swagato: (Surprised) Really? That’s unfortunate. Have you spoken to

management?

Avinash: (Shrugging) What’s the point? They don’t listen.

Meanwhile, Kamesh talks to Avantika.

Kamesh: (Whispering) Just keep your head down and do the bare
minimum. It’s not worth the effort here.

Avantika: (Frowning) But…what if that affects my review?

Kamesh: (Shrugging) They don’t care. Why should we?

Avantika: (Hesitant) I’m not sure that’s the right approach. Maybe I
should try harder.

Kamesh: (Scoffing) Suit yourself. Just don’t say I didn’t warn you.

Scene 3: Performance Review

Setting: A formal review room. Ashmita reviews Swagato and Avantika’s

performance. The Team Lead is also present.

Ashmita: Swagato, your enthusiasm and energy are evident. However,

sometimes your extroversion can come across as overbearing. But overall,
good work. You’ve earned a decent increment.

Swagato: (Grinning) Thank you! I’ll keep improving.

Team Lead: (Smiling) Swagato, your ability to motivate others is

commendable. Keep that up.

Ashmita: Avantika, your work has been adequate, but we’ve noticed a
lack of initiative. Unfortunately, your increment will be minimal this time.

Avantika: (Lowering her gaze) I understand. I’ll try to improve.

Team Lead: (Intervening) Avantika is consistent and dependable. Perhaps

we can consider her potential?

Ashmita: (Firmly) Feedback has been shared. Let’s work on these areas
for the next review.

Avantika: (Quietly) Thank you. I’ll work on it.

Ashmita: Remember, feedback is an opportunity for growth. If you have
any suggestions or need support, feel free to reach out.

Team Lead: (Turning to Ashmita) Maybe we can set specific goals for
Avantika to help her step up?

Ashmita: (Nods) That’s a good idea. Let’s discuss it in the next meeting.

Narration by Shristi Shukla (Post Each Scene)

Scene 1:

 "Swagato’s overconfidence led to a Halo Effect, while Avantika’s

nervousness triggered a Horn Effect. Structured interviews and
unbiased scoring could reduce such biases."

Scene 2:

 "Cognitive dissonance is evident here. Swagato’s deep acting and

internal attribution show engagement, while Avantika’s surface
acting and external attribution highlight dissatisfaction. Addressing
these through better leadership could prevent exit and neglect
behaviors."

Scene 3:

 "Reinforcement theory is at play. Positive reinforcement for Swagato

motivates him, but negative punishment for Avantika may
demoralize her. A fair appraisal system, considering diverse traits,
would improve outcomes."

Closing Narration:

 "Organizational behavior concepts like bias reduction, emotional

intelligence, and equitable appraisals can transform workplace
dynamics. Let’s aim for a culture of fairness and growth."

Detailed Analysis of the Scenes

Scene 1: The Interview

Concepts Applied:

1. Halo Effect: Swagato’s extroversion and confidence positively

influenced the interviewers' overall perception of him, leading them
to overlook potential weaknesses.
 2. Horn Effect: Avantika’s introversion and nervousness negatively
affected the panel's perception, causing them to undervalue her
potential and skills.

3. Overconfidence Bias: Swagato’s answers, marked by excessive

self-assurance, were seen as strengths rather than red flags.

4. Anchoring Bias: Avantika’s initial nervous responses anchored the

interviewers' judgment, leading to a consistent underestimation of
her abilities.

Concepts That Could Be Applied:

1. Structured Interviewing: Using a predefined set of questions and

evaluation criteria to minimize biases.

2. Emotional Intelligence: Recognizing and managing candidates’

emotions to create a fairer interview process.

Analysis of Lines:

 Ashmita to Swagato: “Can you tell us about a specific time you

exceeded expectations?”

o This allows him to shine, reinforcing the Halo Effect.

 Utkarsh to Avantika: “Why do you think you’re qualified for this

role?”

o The directness of this question heightens Avantika’s

nervousness, exacerbating the Horn Effect.

Alternatives:

 Use a competency-based framework, ensuring both candidates

receive equal opportunities to present their skills.

 Interviewers should focus on specific achievements rather than

personality traits.

Scene 2: Team Meeting

Concepts Applied:

1. Cognitive Dissonance: Swagato experiences alignment between

his work satisfaction and behavior (deep acting), while Avantika
feels conflicted (surface acting).
 2. Internal vs. External Attribution: Swagato attributes success to
his abilities, while Avantika blames external factors for her
dissatisfaction.

3. Exit and Neglect Behaviors: Avinash plans to leave the company

(exit), and Kamesh advises Avantika to underperform (neglect).

Concepts That Could Be Applied:

1. Job Design Theory: Improving job roles to enhance satisfaction

and reduce disengagement.

2. Leadership Styles: Fariha or Utkarsh could employ

transformational leadership to inspire team members.

3. Organizational Culture: Addressing dissatisfaction by fostering a

supportive and inclusive work environment.

Analysis of Lines:

 Swagato: “I think I’ll get positive feedback.”

o Highlights his alignment with organizational goals (deep

acting).

 Kamesh to Avantika: “Just keep your head down and do the bare
minimum.”

o Exemplifies passive, destructive behavior impacting team

morale.

Alternatives:

 Regular one-on-one check-ins with employees to address

dissatisfaction.

 Encouraging open dialogue about challenges in team meetings.

Scene 3: Performance Review

Concepts Applied:

1. Reinforcement Theory: Positive reinforcement for Swagato

(increment) motivates him, while negative punishment for Avantika
(low increment) demoralizes her.

2. Bias in Performance Appraisals: Swagato’s extroversion

influences a favorable review, while Avantika’s reserved nature
results in lower evaluations.

Concepts That Could Be Applied:

 1. 360-Degree Feedback: Incorporating feedback from peers and
subordinates to provide a holistic evaluation.

2. Goal Setting Theory: Setting specific, measurable goals for

Avantika to guide her improvement.

3. Motivation Theories: Using Herzberg’s Two-Factor Theory to

identify and address hygiene and motivator factors.

Analysis of Lines:

 Ashmita: “Your enthusiasm and energy are evident.”

o Reinforces Swagato’s extroversion as a positive trait.

 Team Lead: “Perhaps we can consider her potential?”

o Acknowledges the need for a more nuanced evaluation.

How HR Should Address the Situation

Scene 1: The Interview

1. Training Interviewers to Minimize Bias:

o Issue: Swagato’s confidence led to the Halo Effect, and

Avantika’s nervousness triggered the Horn Effect.

o Solution: Train interviewers to assess candidates using a

structured evaluation system focused on skills, experience,
and responses rather than subjective impressions. For
example, use a competency-based interview format where
candidates are scored on predefined metrics like leadership
potential, problem-solving skills, and technical expertise.

2. Providing a Comfortable Environment:

o HR should ensure candidates feel at ease by starting with

rapport-building questions. For Avantika, questions like, “What
excites you most about this role?” could have helped her
articulate her strengths better.

3. Follow-Up Opportunities:

o Instead of dismissing candidates like Avantika for

nervousness, HR could implement a policy of offering
additional opportunities for candidates to clarify or provide
examples post-interview, such as follow-up emails with case-
based scenarios.
Scene 2: Team Meeting

1. Addressing Cognitive Dissonance and Engagement:

o HR should create forums like team-building exercises or one-

on-one feedback sessions to address cognitive dissonance
(e.g., Avinash and Kamesh feeling unappreciated).

o Recognize consistent performers like Avantika publicly to

boost morale and signal value.

2. Cultivating Psychological Safety:

o Managers should be trained to foster an environment where

employees feel safe expressing concerns or ideas without fear
of judgment. For example, Ashmita could have asked Avantika
directly how she feels about her workload or if there’s
something blocking her performance.

3. Promoting Open Communication:

o HR should encourage managers to use tools like anonymous

employee feedback surveys to gauge dissatisfaction (e.g.,
Kamesh’s cynicism).

Scene 3: Performance Review

1. Building a Fair Appraisal System:

o HR should promote 360-degree feedback systems where team

members provide input on each other's performance to ensure
holistic reviews.

o Instead of relying solely on quantitative metrics, Ashmita and

the Team Lead could have used behavioral assessments and
goal progress to evaluate Avantika’s potential.

2. Reinforcing with Actionable Feedback:

o For Avantika: Provide specific, measurable, and attainable

goals (SMART framework) during the review, such as, "Lead a
small project on data automation within two months."

o For Swagato: Include areas for improvement even in positive

reviews to avoid overconfidence, like better listening skills or
sharing credit with team members.

3. Coaching and Mentoring Programs:

 o HR could assign a mentor to Avantika, helping her build
leadership skills, such as decision-making and confidence in
communication.

Detailed Questions and Answers

1. What bias is evident during Swagato's interview?

o Answer: The Halo Effect, where Swagato's confidence

influenced the panel to overlook potential flaws.

2. What bias is evident during Avantika's interview?

o Answer: The Horn Effect, where Avantika’s nervous demeanor

caused the panel to underestimate her capabilities.

3. What could HR do to ensure fairness in interviews?

o Answer: Implement structured interviews with predefined

scoring metrics, conduct interviewer training on unconscious
bias, and ensure consistency across candidate evaluations.

4. How could managers handle team discontent like Avinash's

resignation plan?

o Answer: Conduct regular check-ins, actively listen to concerns,

and provide opportunities for internal mobility or new
challenges.

5. What leadership theory could help Fariha manage the team

better?

o Answer: Transformational Leadership, which emphasizes

inspiring and motivating team members while addressing
individual needs.

6. What concept explains Kamesh’s attitude?

o Answer: Cognitive Dissonance, where his dissatisfaction with

work conflicts with his continued presence at the job.

7. What reinforcement theory tactic did Ashmita apply to

Swagato?

o Answer: Positive reinforcement, through praise and an

increment, to encourage continued performance.

8. How could Avantika’s appraisal be handled differently?

 o Answer: Use specific, constructive feedback paired with
actionable improvement steps and opportunities for skill-
building.

9. What is emotional labor? How does it apply to Avantika?

o Answer: Emotional labor is managing emotions to meet

workplace expectations. Avantika’s nervousness reflects
surface acting, where she suppresses her genuine feelings but
struggles to align with expected confidence.

10. What communication model should managers use for

feedback?

o Answer: The SBI (Situation-Behavior-Impact) Model, focusing

on specific incidents, observed behaviors, and their impact, to
provide clear and constructive feedback.

11. What could HR do to improve Avinash’s perception of

his work?

o Answer: Implement a job enrichment program, aligning work

with his values, or offer mentorship opportunities to reignite
his motivation.

12. What is the significance of psychological safety in

teams?

o Answer: It allows members to express concerns or ideas

without fear, boosting engagement and innovation.

13. What organizational behavior theory applies to

Kamesh's advice to Avantika?

o Answer: Exit-Voice-Loyalty-Neglect Framework. Kamesh

advises neglect (minimum effort) as a reaction to
dissatisfaction.

14. What could prevent biases like the Halo and Horn
Effects?

o Answer: Structured, competency-based evaluation systems

and interviewer bias training.

15. What concept relates to Avinash’s dissatisfaction?

o Answer: Hygiene Factors from Herzberg’s Two-Factor Theory,

where lack of job satisfaction stems from poor work
environment and recognition.
16. How should Fariha motivate Avantika?

o Answer: Use Expectancy Theory, aligning rewards with specific

achievable tasks, boosting her confidence through guided
leadership opportunities.

17. What is the role of transformational leadership in

Scene 3?

o Answer: The Team Lead attempts to advocate for Avantika’s

potential, showing traits of transformational leadership by
focusing on individual development.

18. What feedback style could improve Avantika’s

performance?

o Answer: Feedforward instead of feedback, focusing on future

improvements and actionable steps rather than past
deficiencies.

19. What concept applies to Kamesh’s negativity?

o Answer: Social Loafing, where individuals contribute less effort

due to perceived inequity or lack of motivation.

20. How does reinforcement theory apply to Scene 3?

o Answer: Swagato is positively reinforced with an increment,

while Avantika faces negative punishment (minimal
increment), potentially demotivating her.

21. What is the impact of favoritism in appraisals?

o Answer: It leads to demoralization and decreased productivity

among employees who feel undervalued.

22. How could HR boost Avantika’s confidence?

o Answer: Provide public recognition of her consistent

contributions and a supportive mentorship program.

23. What appraisal methods could reduce bias?

o Answer: Multi-source (360-degree) feedback and behaviorally

anchored rating scales (BARS).

24. What role does the Team Lead play in Scene 3?

o Answer: Acts as an advocate for fairness and individual

growth, embodying traits of a transformational leader.

25. What could prevent Avinash’s disengagement?

 o Answer: Transparent communication about career paths and
opportunities for role enhancement.

26. What emotional intelligence trait should managers

apply?

o Answer: Empathy, understanding employees’ perspectives

and providing support to address their needs.

27. What OB concept aligns with Avantika’s hesitance to

follow Kamesh’s advice?

o Answer: Moral Disengagement, where she struggles to

rationalize neglecting her responsibilities.

28. What is a potential pitfall of positive reinforcement for

Swagato?

o Answer: Overconfidence, leading to reduced collaboration or

overlooking team input.

29. How can HR measure the effectiveness of performance

reviews?

o Answer: Conduct surveys and track post-review performance

improvements and employee satisfaction.

30. What could improve team dynamics in Scene 2?

o Answer: A collaborative team charter defining shared goals,

roles, and conflict resolution strategies.