Sesssion XX and XXI

7/29/2019 Sesssion XX and XXI

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Session XX


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Perception

Perception may be defined as the process

by which an individual selects, organizes

and interprets stimuli into a meaningful

and coherent picture of the environment in

which he lives.


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Sensation Vs. Perception

Sensation deals chiefly with very elementarybehavior that is determine largely byphysiological functioning

Human being uses the senses to experiencecolour, brightness, shape, loudness, pitch, heat,odour and taste.

Perception is a process by which individuals

organizes and interpret their sensoryimpressions in order to give meaning to theirenvironment.


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Sub process of perception

Sub process of perceptiona) Stimulus / situation supervisor pats emp

b) Registration taking note of the stimuli received from

the environment Eg Dress code of a friendc) Interpretation - Recognizing by sound

d) Feedback Sales manager to sales executive on DSR
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Process of perception

Perception is a three phase process of

selecting, organizing and interpreting

information. You can understand

interpersonal situations better if youappreciate how you and another person

construct perceptions


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Perceptual selectivity

Perceptual selectivity is concerned withthe external and internal variables that

gain an individual attention.


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The Perception Process

Feedback about ourselves and others

Not always based on true picture of reality

We behave as though our perceptions are

real


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Attributes to Perception

Raw Data:

The information we experience

Mental Process:

Is unseen but affected by things.

The End Product:

Our perception, sensing, or interpretation ofour experience


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Economizing Phenomenon

The minds ability to take in new

information

First Impression

Self-Fulfilling

Just Like Me

Blaming the Victim

Halo Effect


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Man Playing a Horn?


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Strategies to Correct

Inaccurate Perceptions Acceptance of differences in people

Active Listening

Provide Feedback Own your Behaviors/Feelings

Avoid Stereotypes


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Internal set factors

Learning and perception

A lot of what a person sees in the world

is a result of past experience and learning.

Even though the past experience may not

be relevant to the present situation, it is

nevertheless used by the perceivers.


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External attention factors

Attention factors in selectivity Intensity

Size

Contrast

Repetition

Motion

Novelty and familiarity


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Which red square is small?


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Factors influencing perception

1) The Perceiver

2) The target

3) The situation
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Factors influencing perception

1) Perceiver- personal characteristics play

a major role in influencing the way he

interprets a target. (A persons attitude,

motive, past experience, andexpectations affect his perception)

Eg- Perception of a nurse / police


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2. Target: Perception is affected by the

characteristics of the target. People who are

loud, tall or attractive are more likely to be

noticed in the crowd. (the target is based on

sound, motion size etc)

3. The situation: The context or the environment in

which the objects or events are seen, plays animportant role in influencing an individuals

perception. (time, work environment and social

environment)

Eg: man dressed in track suit will not be observed

if he is getting into a Gym.


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Perceptual organization

Perceptual organization focuses on what takes

place in the perceptual process once the

information from the situation is received A

person viewing a book contents than cover /design. He rarely observes he colour / shape

etc.


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Principles

I. Figureground:

it is a form of perceptual organization. In

this form of perception, perceived objects

are separated from their general

background by the perceivers.

Perceived objects stand out as separate

from their general background.

Eg: White paper with writings meaningful

/ scribling


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II. Perceptual grouping

It states that there is a tendency to groupseveral stimuli together into a

recognizable pattern.

1. Closure:A basic gestalt principle is that a person

will sometimes perceive a whole when

one does not actually exist. making

decision on the basis of 30% &

considering it as good for all


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2. Continuity

This says that a person will tend to

perceive continuous lines orpatterns. This can greatly influence

the systems design of a seamless

organizational behavior.Eg- new design in a fashion industry

and later tries new colours of the

same design


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3. Proximity

States that a group of stimuli that areclose together will be presented as a

whole pattern of parts belonging

together. For example, several employees in an

organisation may be identified as a

single group because of physicalproximity.


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4. Similarity

Similarity principle states that the greaterthe similarity of the stimuli, the greater

the tendency to perceive them as a

common group. In most cases, similarity

is stronger than the proximity.

Women / students etc because of their

gender /background.


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III.Perceptual constancy

The perception of elements like size, shape,

brightness and location of an object remains

constant and does not change from one

individual to another. For eg: Man inphotograph.

The size,

Colour,

Brightness and Location

of an object are fairly constant regardless of the

information received by the senses


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IV. Perceptual context

It gives meaning and value to simple

stimuli, objects, events, situation and

other persons in the environment. Eg: Patting on back manager/ father


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V. Perceptual defense

A person may establish a defense againstsome stimuli or situational events becausethey may be clashing with his personalvalues or culture or may be threatening in

nature. Perceptual defense plays a vital role in

understanding relationships, especially

relationships like those between the unionand the management or the superior andthe subordinate.


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Social perception Social perception deals with how an individual

perceives other individuals. It is also the study ofhow an individual gets to know other individuals.

Characteristics of perceived and perceivers.

Knowing oneself makes it easier to see othersaccurately

Ones own characteristics affect thecharacteristics one is liking to see in others.

People who accept themselves aer more likelyto be able to see favorable aspects of otherpeople.

Accuracy in perceiving others is not a single

skill.


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Session XXI


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Frequently used shortcuts in

judging others

Stereotyping

Judging someone on the basis of onesperception of the group to which that

person belongs. E.g. comments that represent stereotyping

older workers cant learn new skills.

Asian immigrants aer hardworking andconscientious.

Men arent interested in child care.


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Characteristics of Stereotypes

Fixed rigid ideas

Associated with a group or category of

people

Not supported by evidence

Can be favorable or unfavorable

Driven by motive


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Halo effect

Drawing a general impression about anindividual on the basis of a single

characteristics.

Selective perception

People selectively interpret what they see

on the basis of their interests, background,

experience, and attitudes.


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Contrast effects

Evaluation of a persons characteristicsthat are affected by comparison with otherpeople recently encountered who rankhigher or lower on the same

characteristics.

Projection

Attributing ones own characteristics toother people.


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Attribution

Attribution refers simply to how people

explain the cause of anothers or their own

behaviour.


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Types

Dispositional attribution blame on a persons behaviour to internalfactors such as personality traits,motivation and ability.

Situational attribution

Which attributes a persons behaviour to

external factors such as equipments orsocial influence from others.


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Attribution theory

It is concerned with the relationship

between personal, social perception and

interpersonal behaviour.

Assumptions

We seek to make sense of own world.

We often attribute peoples actions either

to internal or external causes.

We do so in fairly logical ways.


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Attribution errors

Fundamental attribution error

Research has found that people tend toignore powerful situational forces when

explaining others behaviour. People tend to attribute others behaviour

to personal factors, ven when it is very

clear that situation or circumstancescaused the person to behave the way heor she did.


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Self serving bias

People readily accept credit when toldthey have succeeded, yet often attribute

their failure to such external , situational

factors or bad luck or the problemsinherent impossibility.


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Impression management

The process by which people try to

manage or control the perceptions formed

by other people about themselves. Often,

people like to present themselves in asocially desirable way and impress others.


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Two components:

Impression motivation

Applicable in organization where employees tryto control the perceptions of their superiorsabout them.

Impression construction Refers to the methods adopted by a person to

create the specific impression that he wants.


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techniques

Self promotion:

it is a technique by which individualsattempt to project themselves as

competent and effective so as to gainrespect from others.

Supplication:

in this technique, people projectthemselves as weak and irresponsible toobtain the concern and attention of others.


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Exemplification:

this technique involves people projecting

themselves as ethical and sociallyresponsible individuals.

Intimidation:

This technique is employed by people toproject themselves as fierce and powerfulin order to create fear among others.

Ingratiation: This technique is used by people to project

themselves in a manner that will makethem likable.


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Avoiding action

Over conforming: strictly interpreting yourresponsibility by saying things like," the

rule clearly states or This is the way

weve always done it. Buck passing: Transferring responsibility

for the execution of a task or decision to

someone else. Playing dumb: avoiding an unwanted task

by falsely pleading ignorance or inability.


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Stretching: prolonging a task so that one

appears to be occupied- for example,

turning a two week task into a four-month

job.

Stalling: Appearing to be more or less

supportive publicly while doing little or

noting privately.


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Avoiding blame:

Buffing: this is a nice way to refer to coveringyour rear. it describes the practice of rigorouslydocumenting activity to project an image ofcompetence and thoroughness.

Playing safe: evading situations that mey reflectunfavorably. It includes taking on only projects

with a high probability of success, having riskydecisions approved by superiors, qualifyingexpressions of judgment, and taking neutralpositions in conflicts.


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Justifying: Developing explanations that

lessen ones responsibility for a negativeoutcome and/or apologizing todemonstrate remorse.

Scapegoating: Placing the blame for anegative outcome on external factors.

Misrepresenting: manipulation ofinformation by distortion, embellishment,deception, selective presentation orobfuscation.


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Avoiding change

Prevention: Trying to prevent a threatening

change from occurring.

Self-protection: acting in ways to protect

ones self-interest during change by

guarding information or other resources.


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Conformity

Agreeing with someone elses opinion in

order to gain his or her approval.

Example: a manager tells his boss," you'reabsolutely right on your reorganization

plan for the western regional office. I

couldnt agree with you more.


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Excuses

Explanations of a predicament-creating

event aimed at minimizing the apparent

severity of the predicament. Example: sales manager to boss, we

failed to get the ad in the paper on time,

but no one responds to those adsanyway.


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Apologies

Admitting responsibility for an undesirable

event and simultaneously seeking to get a

pardon for the action. Example Employee to boss, Im sorry I

made a mistake on the report, please

forgive me.


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Self-promotion

Highlighting ones best qualities,

downplaying ones deficits, and calling

attention to ones achievements.

Example: A salesperson tells his boss;

Matt worked unsuccessfully for three

years to try to get that account. I sewed it

up In six weeks. Im the best closer this

company has.


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Flattery

Complimenting others about their virtues

in an effort to make oneself appear

perceptive and likable.

Example: New sales trainee to peer." you

handled that clients complaint so tactfully.

Icould never have handled that as well as

you did.


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Favours

Doing something nice for someone to gain

that persons approval.

Example: salesperson to prospectiveclient. Ive got two tickets to the theater

tonight that I cant use. Take them.

Consider it a thank-you for taking the timeto talk with me.


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Association

Enhancing or protecting ones image by

managing information about people and

things with which one is associated. Example: a job applicant says to an

interviewer, what a coincidence. Your

boss and I were roommates in college.



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strategies used by employees

Demotionprevention strategy

Accounts

Apologies

Disassociation

Promotion-enhancing strategy entitlements

Enhancements

Obstacle disclosures Association

Sesssion XX and XXI

Documents

Transcript of Sesssion XX and XXI