facilitating career decision-making itamar gati the hebrew university of jerusalem
TRANSCRIPT
![Page 1: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/1.jpg)
Facilitating Career Decision-Making
Itamar Gati The Hebrew University of Jerusalem
![Page 2: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/2.jpg)
2
In this presentation, I will
Discuss the decision-theory viewpoint Present the PIC 3-stage cdm model Introduce the CDDQ Describe the CDSQ – cdm style Demonstrate MBCD - Making Better Career Decisions
Review research and demonstrate applications Highlight the unique features of our approach
![Page 3: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/3.jpg)
3
Unique features of career decisions
Quantity of Information: Often large N of alternatives and factors, within-occupation variance information is practically unlimited
Quality of Information:soft, subjective, fuzzy, inaccurate, biased
Uncertainty about:the individual’s future preferences, future career options, unpredictable changes and opportunities, probability of implementing choice
Non-cognitive Factors:emotional and personality-related factors, necessity for compromise, actual or perceived social barriers and biases
![Page 4: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/4.jpg)
4
From decision theory to career counseling practice
Many factors contribute to the complexity and difficulties involved in career decision-making
The basic claim:
Career counseling may be viewed as decision counseling, which aims at facilitating the clients' decision-making process, and promotes better career decisions
![Page 5: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/5.jpg)
5
If so evident, why was decision-theory not adopted until recently?
Because Normative decision theory (how individuals should
make decisions) is – too rational too arbitrary too quantitative exceeds human’s information-processing capability
Descriptive decision theory (how individuals actually make decisions) is not helpful either – it mainly documents human weakness heuristics, biases, and fallacies limited information-processing capabilities
![Page 6: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/6.jpg)
6
The Proposed Approach –
By adopting decision theory and adapting it to the unique features of career decisions, theoretical knowledge can be translated into practical interventions to facilitate individuals’ career choices
Specifically, we suggest focusing on a prescriptive approach, and designing systematic procedures that can help individuals make better career decisions (not necessarily rational ones!)
![Page 7: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/7.jpg)
7
The first stage in helping clients is needs assessment:
The 3 components of needs assessment are:
the individual’s stage in the cdm process(“where”)
the focuses of the individual’s cdm difficulties (“what”)
the individual’s cdm style (“who”)
![Page 8: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/8.jpg)
8
The PIC model (Gati & Asher, 2001)separates the career decision-making process into 3 distinct stages:
- Prescreening
- In-depth exploration
- Choice
I - Stages in the career decision-making process
![Page 9: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/9.jpg)
9
Prescreening
Goal: Locating a small set (about 7) of promising alternatives that deserve further, in-depth exploration
Method: Sequential Elimination Locate and prioritize relevant aspects or factors Explicate within-aspect preferences Eliminate incompatible alternatives Check list of promising alternatives
Outcome: A list of verified promising alternatives worth further, in-depth exploration
![Page 10: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/10.jpg)
10
A Schematic Presentation of theSequential Elimination Process (within-aspects, across-alternatives)
Potential Alternatives
1 2 3 4 . . . . N
Aspects
a (most important)
b (second in
importance)
c
.
n
Promising Alternatives
![Page 11: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/11.jpg)
11
Final step - Sensitivity Analysis
The Goal:
Verifying the adequacy of the promising list
The Method: An alternative (compensatory-model-based)
search “why not” “almost compatible” “what if” “similar alternatives”
![Page 12: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/12.jpg)
12
In-depth exploration
Goal: Locating alternatives that are not only promising but indeed suitable for the individual
Method: collecting additional information, focusing on one promising alternative at a time: Is the occupation INDEED suitable for me?
verifying compatibility with one’s preferences in the most important aspects
considering compatibility within the less important aspects Am I suitable for the occupation?
probability of actualization: previous studies, grades, achievements
fit with the core aspects of the occupation
Outcome: A few most suitable alternatives (about 3-4)
![Page 13: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/13.jpg)
13
A Schematic Presentation of the In-depth Exploration Stage(within-alternative, across aspects)
Promising Alternatives 1 2 3 4 5 6
Suitable Alternatives
2 4 5
![Page 14: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/14.jpg)
14
Choice
Goal: Choosing the most suitable alternative, and rank-ordering additional, second-best alternatives
Method: comparing and evaluating the suitable alternatives pinpointing the most suitable one
Am I likely to activate it? if not - selecting second-best alternative(s) if yes - Am I confident in my choice?
if not: Return to In-depth exploration stage if yes: Done!
Outcome: The best alternative or a rank-order of the best alternatives
![Page 15: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/15.jpg)
15
II - Career Decision-Making Difficulties
One of the first steps in helping individuals make a career decision is locating the focuses of the difficulties they face in the decision-making process
Relying on decision theory, Gati, Krausz, and Osipow (1996) proposed a taxonomy for describing career decision-making difficulties
![Page 16: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/16.jpg)
16
Prior to Engaging in the Process
Lack of Readiness due
to
Lack of motivatio
n
Indeci-sivene
ss
Dysfunc-tional beliefs
During the Process
Lack of Information
about
Cdm proce
ss
Self Occu-patio
ns
Ways of obtaining info.
Inconsistent Information due
to
Unreliable Info.
Internal conflict
s
Externalconflic
ts
Possible Focuses of Career Decision-Making Difficulties
(Gati, Krausz, & Osipow, 1996)
![Page 17: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/17.jpg)
17
The Career Decision-making Difficulties Questionnaire (CDDQ)
The Career Decision-making Difficulties Questionnaire (CDDQ) was developed to test this taxonomy and serve as a means for assessing individuals’ career decision-making difficulties
Cronbach Alpha internal consistency estimate of the total CDDQ score is high (above .90)
The proposed structure was empirically supported (N=10,000)
For additional information – see www.cddq.org--- the CDDQ is offered free of charge ---
![Page 19: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/19.jpg)
19
![Page 20: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/20.jpg)
20
![Page 21: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/21.jpg)
21
1. Ascertaining Credibility, using validity items and the time required to fill out the questionnaire
2. Estimating Differentiation based on the standard deviation of the 10 difficulty-scale scores
3. Locating the salient, moderate, or negligible difficulties, based on the individual's absolute and relative scale scores
4. Determining the confidence in the feedback and the need to add reservations to it (based on doubtful credibility, partial differentiation, or low informativeness)
The Four Stages of Interpretation
![Page 22: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/22.jpg)
22
The 4 Stages of Interpretation
CredibleDoubtful
HighQuestionable
Locate Salient Difficulties
Add Reservationto Feedback
Low
No Feedback
Compute Informativeness
(B /W )
Receives Feedback
B/W > 1
B/W < 1
Estimating Differentiation
EvaluatingCredibility
Not Credible
AggregateReasons to Add
Reservation (RAR)
RAR ≤ 2RAR = 3
1
2
3
4
![Page 23: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/23.jpg)
23
Four Studies -for validating the proposed interpretation
Method Participants: 15-30 career counselors and 25-80
graduate counseling students Questionnaires – including CDDQ responses:
- in Study 1 and 4 – all possible responses;
- in Studies 2 and 3 – responses of 16 actual clients Results:
High similarity within-groups as well as between counselors’ and students’ judgments High similarity between the experts’ judgments and the proposed algorithm at each stage
![Page 24: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/24.jpg)
24
The distribution of types of feedback in the four groups
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
P & P Internet P & P Internet
feedback
add reservation
no feedback
Hebrew English
![Page 25: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/25.jpg)
25
Conclusions
The incorporation of an intermediate level of discrimination increases the usefulness of the feedback and decreases the chances and implications of potential errors
Adding reservations when appropriate is
essential for providing a meaningful feedback and decreasing the chances of misleading conclusions
![Page 26: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/26.jpg)
26
III – Career Decision-Making Styles
Diagnosing the client’s career decision-making style is important in order to “tailor” the career-counseling intervention to his or her unique characteristics
Previous research often did not take into consideration the complexity and variety of aspects related to the decision process, and classified decision-styles based only on a single, most dominant characteristic (e.g., rational vs. intuitive)
![Page 27: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/27.jpg)
27
Goals
Developing a multidimensional model for describing career decision-making styles
Developing the Career Decision-making Styles Questionnaire (CDSQ) for testing the model and enabling a more accurate assessment of individuals’ career decision-making styles
Empirically deriving a typology of the CDSQ profiles from a large sample of individuals
![Page 28: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/28.jpg)
28
Derivation of the 11 Dimensions
Comparing the most common 12 prototypes deduced from previous research to uncover the various characteristics differentiating among them
From this list we derived 11 basic dimensions relevant for characterizing individuals' cdm styles.
On each dimension, individuals can be characterized along a continuum of a bipolar scale: e.g., on the dimension pattern of information processing individuals can be characterized from "analytical" to "holistic"; desire to please others – "high" to "low"
![Page 29: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/29.jpg)
29
The 11 Proposed Dimensions
Information processing (analytic vs. holistic) Information gathering (much vs. little) Amount of effort invested in the process (much vs. little) Consultation with others (frequent vs. rare) Aspiration for an "ideal occupation" (high vs. low) Willingness to compromise (high vs. low) Locus of control (internal vs. external) Procrastination in entering the process (high vs. low) Speed of making the final decision (fast vs. slow) Dependence on others (high vs. low) Desire to please others (high vs. low)
![Page 30: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/30.jpg)
30
The Career-Decision-making Style Questionnaire (CDSQ)
44 statements (4 items x 11 dimensions)
Response scale: 1 – Strongly disagree to
7 – Strongly agree
The CDSQ is embedded in career-related self-help Internet sites Future Directions (Hebrew), CDDQ.ORG (English)
3 Development samples (N=230, 404, 411)
Fourth sample - 479 subjects
![Page 31: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/31.jpg)
31
Results – (Items)
Scale Reliabilities: median - .80, range .73 – .85Factor analysis: 10 factors Accounted-for Variance = .65 2 dimensions were included in one factor
(Speed of making the final decision; Procrastination) Two items loaded higher on a “neighbor factor” (Information-
processing; effort invested)
Cluster analysis: Accounted-for Variance = .81 Items of 7 dimension clustered perfectly (4/4)
4 dimension – 3/4 items
![Page 32: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/32.jpg)
32
Conclusions & Implications
The proposed and tested 11 dimensions can be used to characterize individuals' career decision-making styles
Using the CDSQ, homogeneous groups of clients with similar career decision-making styles can be empirically identified
The CDSQ allows a more accurate assessment of the counselees' career decision-making styles, thus better “tailoring” the intervention to the individual
The CDSQ allows individuals to learn about their career decision-making style, and thus to consider adopting more desirable strategies
![Page 33: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/33.jpg)
33
So far, I reviewed
3 components of client’s needs assessment: The individual’s stage in the cdm process (“Where”)
The focuses of the individual’s cdm difficulties (“What”)
The individual’s cdm style (“Who”)
So, what’s next? Some demonstrations of how can the decision-making
approach be implemented in order to actually facilitate clients’ cdm
![Page 34: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/34.jpg)
34
Specifically,if career decision-making requires collectinga vast amount of information, and if complex information-processing is needed,
we must then utilize the best available resource:
Career counselors’ expert knowledge, that canbe elicited and transformed into Information and Communication Technology-based systems
Indeed, - The computer-assisted career guidance systems, based on a decision-theory model, can help overcome human’s cognitive limitations
- There are several computer-assisted career guidance systems available today on the Internet
![Page 35: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/35.jpg)
35
MBCD Making Better Career Decisions
MBCD is an Internet-based career planning system that is a unique combination of a career-information system a decision-making support system an expert system
Based on the rationale of the PIC model, MBCD is designed to help deliberating individuals make better career decisions
![Page 36: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/36.jpg)
36
Making Better Career Decisions
http://mbcd.intocareers.org
![Page 37: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/37.jpg)
37
![Page 38: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/38.jpg)
38
![Page 39: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/39.jpg)
39
![Page 40: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/40.jpg)
40
![Page 41: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/41.jpg)
41
![Page 42: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/42.jpg)
42
However,
Although Internet-based, career-related self-help sites are flourishing, these sites vary greatly in quality
Therefore,
it is very important to investigate the utility and validity of these self-help programs
![Page 43: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/43.jpg)
43
So,
Making Better Career Decisions
Does it really work?
![Page 44: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/44.jpg)
44
• Examine users' perceptions of MBCD • Examine changes in user’s decision status • Examine perceived benefits • Locate factors that contribute to these variables
Criteria for Testing the Benefits of Making Better Career Decisions
![Page 45: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/45.jpg)
45
MBCD’s Effect (Cohen’s d) on Reducing Career Decision-Making Difficulties
(Gati, Saka, & Krausz, 2003)
0.31
0.72
0.11
0.65
0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
Lack ofReadiness
Lack ofInformation
InconsistentInformation
Total CDDQ
d
![Page 46: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/46.jpg)
46
Decision Status Before and After the “Dialogue” with MBCD
After the dialogue
Before the dialogue
1 2 3 4 5
1- no direction 34 7 6 7 0
2 - only a general direction
41 66 15 9 5
3 - considering a few specific alternatives
27 58 84 30 6
4 - would like to examine additional alternatives
23 51 35 54 6
5 - would like to collect information about a specific occupation
9 20 21 41 28
6 - sure which occupation to choose
3 0 1 9 16
![Page 47: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/47.jpg)
47
Perceived Suitability of the "Promising Alternatives" List (N=693)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
26+(n=37)
16-25(n=46)
11-15(n=40)
8-10(n=45)
7(n=236)
6(n=121)
5 (n=71)
3-4(n=74)
2 (n=23)
Number of Alternatives (n - of users)
too long
suitable
too short
![Page 48: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/48.jpg)
48
Predictive Validity of MBCD (Gati, Gadassi, & Shemesh, 2006)
Design: Comparing the Occupational Choice Satisfaction (OCS) of two groups six years after using MBCD and getting a list of occupations recommended for further exploration:
those whose present occupation was included in MBCD’s recommended list (44%)
those whose present occupation was not included in MBCD’s recommended list (56%)
![Page 49: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/49.jpg)
49
Method
Participants The original sample included 123 clients who
used MBCD in 1997, as part of their counseling at the Hadassah Career-Counseling Institute
Out of the 73 that were located after six+ years, 70 agreed to participate in the follow-up: 44 women (64%) and 26 men (36%),aged 23 to 51 (mean = 28.4, SD = 5.03)
![Page 50: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/50.jpg)
50
84%
38%
16%
44%
18%
0%10%20%30%40%50%60%70%80%90%
100%
accepted
recommendations
did not accept
recommendations
low satisfaction
medium satisfaction
high satisfaction
Frequencies of Occupational Choice Satisfaction by “Acceptance” and “Rejection” of MBCD's Recommendations (Gati, Gadassi, & Shemesh, 2006)
![Page 51: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/51.jpg)
51
Means of the Gender Dominance Ratings According to Type-of-List and Gender
3.18
2.96
3.13
2.71
2.42.52.62.72.82.933.13.23.3
Directly ElicitedIndirectly Derived
Men
Women
Gender Differences in Directly Elicited and Indirectly Derived Preferred Occupations
(279 Women + 79 Men, Mean Age=23; Gadassi & Gati, 2008)
![Page 52: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/52.jpg)
52
Summary of Major Findings
PIC is compatible with people’s intuitive ways of making decisions (Gati & Tikotzki, 1989)
Most users report progress in the career decision-making process (Gati, Kleiman, Saka, & Zakai, 2003) Satisfaction was also reported among those who did not
progress in the process Users are “goal-directed” – the closer they are to making a
decision, the more satisfied they are with MBCD
The list of “recommended” occupations are less influenced by gender stereotypes (Gadassi & Gati, 2008)
![Page 53: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/53.jpg)
53
In Conclusion – Features of our Approach
Prescreening is essential when the number of potential alternatives is large
Instead of focusing on occupations (alternatives) we suggest to focus on aspects
Instead of a “snap-shot” assessments of vocational interests (e.g., the 3-highest RIASEC Holland’s code), use for prescreening a wide range of factors elicited by a dynamic, interactive process
![Page 54: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/54.jpg)
54
In Conclusion – Features of our Approach (cont.)
From the viewpoint of the individual, this enables: - Differentiating between relative importance of factors, the optimal level, and the willingness to compromise- Assessing the individual’s preference crystallization (does s/he knows what s/he is looking for?)
With respect to occupations, this enables:- Characterizing occupations in terms of a range of levels, representing the within-occupation variance - Highlighting the essence of the occupation (using the core aspects)
![Page 55: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/55.jpg)
55
We believe that . . .
Computers can and should be used not only for scoring, but also for monitoring a dynamic interaction, and providing flexible interpretations
Experts’ knowledge can and should be elicited and transformed to design and improve interpretive feedbacks on assessments
Career choices are the outcome of decision-making processes; therefore, career counseling is, in fact, decision counseling
The goal should be promoting a systematic decision making process – not a rational one
![Page 56: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/56.jpg)
56
Finally, we also believe that . . .
Career-related assessments can be transformed into user-friendly Internet-based systems, which can also be incorporated into counseling interventions
Interpretive feedback is important but has to be “tailored” and validated
Theory-based interventions should always be tested for empirically validity as well as practical effectiveness
![Page 58: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/58.jpg)
58
end
--
![Page 59: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/59.jpg)
59
------sfsfsf------------
![Page 60: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/60.jpg)
60
Previous Research
1. 39 labels used for describing decision-making styles were located
2. In light of the high resemblance among some of them (e.g., logical [Arroba, 1977], rational [Harren, 1979], active-planning [Jepsen, 1974], systematic [Johnson, 1978]), these 39 types were narrowed down to 12 prototypes :
rational, perfectionist, procrastinator, searching for tools, satisfying, hesitant, impulsive, fatalist, intuitive, dependent, rebellious, and pleasing.
![Page 61: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/61.jpg)
61
Alternative Explanations [to MH] – were not supported
Differences in the lengths of the lists
No difference was found in the OCS between clients whose list included 15 or fewer occupations and clients whose list included more than 15 occupations
Clients who accepted MBCD’s recommendations are more compliant, and therefore more inclined to report a high level of satisfaction
However, following the compensatory-model-based recommendations did not contribute to the OCS
![Page 62: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/62.jpg)
62
Results - Typology
GroupG1G2G3G4G5G6G7
DIMENSIONn=38n=77n=79n=65n=47n=87n=64
Information-processing3.654.914.765.173.455.355.09
Information gathering3.945.215.345.833.435.945.79
Amount of effort invested4.826.066.055.414.626.325.72
Consultation with others5.645.586.264.025.335.645.83
"ideal occupation"4.122.013.122.253.392.562.14
Willingness to compromise3.084.814.913.335.123.603.03
Locus of control5.595.244.916.105.265.615.58
Speed of making decision3.733.242.255.423.022.474.38
Procrastination4.215.102.665.782.583.534.97
Dependence6.165.603.896.475.766.196.40
Desire to please others5.884.724.265.695.795.945.99
![Page 63: Facilitating Career Decision-Making Itamar Gati The Hebrew University of Jerusalem](https://reader036.vdocuments.us/reader036/viewer/2022062304/56649d8a5503460f94a6fdf9/html5/thumbnails/63.jpg)
63
Locating and prioritizing aspects or factors
Explicating within-factor preferences in the most important factor not yet considered
Eliminating incompatible alternatives
Too many promising alternatives?
This is the recommended list of occupations
worth further, in-depth exploration
yes
no
Steps in Sequential Elimination