Ch03 persepsi&personality

Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved. McShane/ Von Glinow 2/e

Perception and Perception and Personality in Personality in OrganizationsOrganizations


C H A P T E RC H A P T E R 33


The arrest of nuclear scientist

Dr. Wen Ho Lee for allegedly

stealing secrets at Los Alamos

National Lab opened a long-

simmering issue regarding bias

against Asian-Americans.

Dr. Wen Ho LeeDr. Wen Ho Lee

© AFP/Corbis


Selective AttentionSelective Attention

Emotions andEmotions andBehaviorBehavior

Organization andOrganization andInterpretationInterpretation

Perceptual Process ModelPerceptual Process Model

Environmental StimuliEnvironmental Stimuli

Feeling Hearing Seeing Smelling TastingFeeling Hearing Seeing Smelling Tasting


Selective AttentionSelective Attention

Characteristics of the object size, intensity, motion, repetition, novelty

Perceptual context

Characteristics of the perceiverValues and attitudesperceptual defenseexpectations -- condition us to expect events


Splatter Vision PerceptionSplatter Vision Perception

Secret Service agents practice “splatter vision” so that their selective attention process takes in as much information as possible to protect presidents and other dignitaries. This reduces the chance of screening out potentially important information that might identify security risks.

© AFP/Corbis


Perceptual Organization/InterpretationPerceptual Organization/Interpretation

Perceptual grouping principlesTrendsSimilarity/proximityClosure

Mental modelsBroad world-views or ‘theories-in-use’But can blind people to potentially better

perspectives


An Individual’sAn Individual’sSocial IdentitySocial Identity

ACMEACMEWidgetWidget

EmployeeEmployee

Social Identity TheorySocial Identity Theory

Live in theLive in theUnited StatesUnited States

U. of VermontU. of VermontGraduateGraduate

Employees atEmployees atother firmsother firms

People livingPeople livingin other countriesin other countries

Graduates fromGraduates fromother schoolsother schools


Social Identity Theory FeaturesSocial Identity Theory Features

Comparative processCompare characteristics of our groups with other

groups

Homogenization processPerceive that everyone in a group has similar

characteristics

Contrasting processForm less favorable images of people in groups

other than our own


Professors areabsent-minded

Our instructoris a professor

Our instructor isabsent-minded

The Stereotyping ProcessThe Stereotyping Process

Assign category’s traitsAssign category’s traitsto the personto the person

Assign person to categoryAssign person to categorybased on observable infobased on observable info

Develop categoriesDevelop categoriesand assign traitsand assign traits


How Accurate are Stereotypes?How Accurate are Stereotypes?

Some accuracy, but also distortion and errorTraits don’t describe everyone in the groupWe screen out inconsistent information

Stereotypes are less accurate when:Little interaction with people in that groupExperience conflict with members of that groupStereotypes enhance our own social identity


Attribution ProcessAttribution Process

Internal AttributionPerception that outcomes are due to

motivation/ability rather than situation or fate

External AttributionPerception that outcomes are due to situation or

fate rather than the person


Rules of AttributionRules of Attribution

External AttributionExternal Attribution

FrequentlyFrequently

ConsistentConsistentwith pastwith past

SeldomSeldom

Internal AttributionInternal Attribution


DistinctiveDistinctivefrom otherfrom othersituationssituations

SeldomSeldom

SeldomSeldom

ConsensusConsensus(Other people(Other people

are similar)are similar)



Attribution ErrorsAttribution Errors

Fundamental Attribution ErrorAttributing behavior of other people to internal

factors (their motivation/ability)

Self-Serving BiasAttributing our successes to internal factors and

our failures to external factors


Self-Fulfilling Prophecy CycleSelf-Fulfilling Prophecy Cycle

SupervisorSupervisorformsforms

expectationsexpectations

ExpectationsExpectationsaffect supervisor’saffect supervisor’s

behaviorbehavior

Supervisor’sSupervisor’sbehavior affectsbehavior affects

employeeemployee

Employee’sEmployee’sbehavior matchesbehavior matches

expectationsexpectations


Dealing with Self-Fulfilling ProphecyDealing with Self-Fulfilling Prophecy

Awareness trainingLeaders learn effects of negative perceptions Problem is that awareness doesn’t prevent self-

fulfilling prophecy

Emerging three-prong strategySupport a learning orientationEngage in contingency leadership styles Increase employee self-efficacy


Other Perceptual ErrorsOther Perceptual Errors

PrimacyFirst impressions

RecencyMost recent information dominates perceptions

HaloOne trait forms a general impression

ProjectionBelieving other people are similar to you


To minimize racial slurs and

other perceptual problems, the

NHL requires every player to

attend diversity awareness

sessions. In these sessions,

players learn to appreciate ethnic

differences and the problems

with prejudicial outbursts.

Diversity Initiatives in the NHLDiversity Initiatives in the NHL

© Reuters/Andy Clark/TimePix


© Reuters/Andy Clark/TimePix

Types of Diversity InitiativesTypes of Diversity Initiatives

Recruit people with diverse backgrounds

Provide reasonable accommodation

Diversity awareness activities Appreciate differences Sensitize people to

stereotypes/prejudice Dispel myths


ImprovingImprovingPerceptualPerceptualAccuracyAccuracy

DiversityDiversityInitiativesInitiatives

EmpathizeEmpathizeWith OthersWith Others

PostponePostponeImpressionImpressionFormationFormation

KnowKnowYourselfYourself

CompareComparePerceptionsPerceptionsWith OthersWith Others

Improving Perceptual AccuracyImproving Perceptual Accuracy


Known to Self Unknown to Self

Knownto Others

Unknownto Others

OpenOpenAreaArea BlindBlind

AreaArea

UnknownUnknownAreaArea

HiddenHiddenAreaArea

Know Yourself (Johari Window)Know Yourself (Johari Window)

OpenOpenAreaArea

BlindBlindAreaArea

HiddenHiddenAreaArea

UnknownUnknownAreaArea

DisclosureDisclosure

FeedbackFeedback


Personality DefinedPersonality Defined

Relatively stable pattern of

behaviors and consistent internal

states that explain a person's

behavioral tendencies


Outgoing, talkative

Courteous, empathic

Caring, dependable

Poised, secure

Sensitive, flexible

Big Five Personality DimensionsBig Five Personality Dimensions

ExtroversionExtroversion

AgreeablenessAgreeableness

ConscientiousnessConscientiousness

Emotional StabilityEmotional Stability

Openness to ExperienceOpenness to Experience


Courtesy of Thompson Doyle Hennessey & Everest

Myers-Briggs Type IndicatorMyers-Briggs Type Indicator

During their retreat in Maine, employees at Thompson Doyle Hennessey & Everest completed the Myers-Briggs Type Indicator and learned how their personalities can help them understand each other more effectively.


Myers-Briggs Type IndicatorMyers-Briggs Type Indicator

Extroversion versus introversion

Sensing versus intuition

Thinking versus feeling

Judging versus perceiving

Courtesy of Thompson Doyle Hennessey & Everest


Locus of Control and Self-MonitoringLocus of Control and Self-Monitoring

Locus of control Internals believe in their effort and abilityExternals believe events are mainly due to

external causes

Self-monitoring personalitySensitivity to situational cues, and ability to

adapt your behavior to that situation




C H A P T E RC H A P T E R 33

Ch03 persepsi&personality

Technology

Transcript of Ch03 persepsi&personality