Perception, Values and Perception, Values and Self-Awareness (1) Self-Awareness (1)

Session 3Session 3

YOUR interpretation of “reality”

after information/stimuli is…

What is Perception?What is Perception?

•F iltered out• S elected• O rganized• Defined ….using YOUR existing…

What is Perception?What is Perception?

•K nowledge•N eeds•Beliefs•V alues•A ssumptions•Attitudes.

What is Perception?What is Perception?

1.Simplify information for processing

2. D ecrease distress/ discomfortfrom particular stimuli.

Purpose of Purpose of Perception ProcessPerception Process

The Perceptual The Perceptual ProcessProcess

Environmental Stimuli

Feeling Hearing Smelling TastingSeeing

From “Self Awareness” by McShane & Von Glinow, Organizational Behavior

The Perceptual The Perceptual ProcessProcess

Environmental Stimuli

Feeling Hearing Smelling TastingSeeing

Selective Attention

From “Self Awareness” by McShane & Von Glinow, Organizational Behavior

The Perceptual The Perceptual ProcessProcess

Environmental Stimuli

Feeling Hearing Smelling TastingSeeing

Selective Attention

Perceptual Organization

From “Self Awareness” by McShane & Von Glinow, Organizational Behavior

The Perceptual The Perceptual ProcessProcess

Environmental Stimuli

Feeling Hearing Smelling TastingSeeing

Selective Attention

Perceptual Organization

Emotions and Behavior

From “Self Awareness” by McShane & Von Glinow, Organizational Behavior

The Perceptual The Perceptual ProcessProcess

Environmental Stimuli

Feeling Hearing Smelling TastingSeeing

Selective Attention

Perceptual Organization

Emotions and Behavior

Individual’s Values

and Beliefs

From “Self Awareness” by McShane & Von Glinow, Organizational Behavior

Perceptual Blocks: Perceptual Blocks: Mental ModelsMental Models

►Deletion (selective perception)Deletion (selective perception)►Construction (creative Construction (creative

perception)perception)►Distortion Distortion ►GeneralizationGeneralization

Steps to …Steps to … Minimize Perceptual Minimize Perceptual PitfallsPitfalls► Heighten self-awarenessHeighten self-awareness► Reflect on reactionsReflect on reactions► Listen activelyListen actively► Practice empathyPractice empathy► Check assumptionsCheck assumptions► Acknowledge and accept differences Acknowledge and accept differences ► Delay judgmentsDelay judgments

Perceptual Blocks and Perceptual Blocks and Self-AwarenessSelf-Awareness

Q:Q: Why is self-awareness important? Why is self-awareness important?

A: Understanding WHO you are and A: Understanding WHO you are and

WHAT you feel are the first WHAT you feel are the first

steps towards…steps towards…

Perceptual Blocks and Perceptual Blocks and Self-Awareness Self-Awareness

► Correcting your weaknesses and Correcting your weaknesses and

enhancing your strengths. enhancing your strengths. ► Sending intended messages Sending intended messages

more more

accurately.accurately.► Understanding others better.Understanding others better.

Open Blind

Hidden Unknown

Un

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Kn

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Named after creators Joseph Luft and Harry Ingham

Get FeedbackD

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Known to Self Unknown to Self

Johari Window Johari Window

Un

know

n

to O

ther

sK

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O

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s

Named after creators Joseph Luft and Harry Ingham

Get FeedbackD

iscl

ose

Known to Self Unknown to Self

Open Blind

Hidden Unknown

Johari WindowJohari Window

Guidelines for Meaningful Guidelines for Meaningful DisclosureDisclosure

Be cautious!

Don’t reveal too much, too fast, too soon!

(Look at handout for details)

The Ladder of InferenceThe Ladder of InferenceAction

Conclusions & Assumptions

Added Cultural &Personal Meaning

SelectedData

ObservableData

From The Fifth Discipline Fieldbook, by Peter Senge et al, Doubleday 1994

Ladder of Inference #1Ladder of Inference #1

Ladder of Inference Ladder of Inference #2#2

Action

Conclusions & Assumptions

Added Cultural &Personal Meaning

SelectedData

ObservableData

I talked to Manager about my ideas.

Boss heard about my conversation with Manager. Now he’s worried about his job.

Boss feels threatened. Maybe that’s why he never takes action.

Boss is scared of me. He gave my subordinate a raise without consulting me to undermine me.

I quit!

Ladder of Inference: The Ladder of Inference: The BossBoss

  

Step 7 Take action based on these Step 7 Take action based on these

beliefs beliefs   

Step 6 Adapt your beliefs about the world Step 6 Adapt your beliefs about the world

STEP 5 Make conclusions based on STEP 5 Make conclusions based on

assumptions assumptions   

STEP 4 Make assumptions based on STEP 4 Make assumptions based on added meanings added meanings

STEP 3 Add meanings to “data” (cultural STEP 3 Add meanings to “data” (cultural

and personal)and personal)

STEP 2 Select some “data” from what was STEP 2 Select some “data” from what was

observedobserved

STEP 1 Observe “data” and experiencesSTEP 1 Observe “data” and experiences