Chapter 2 Perception
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Transcript of Chapter 2 Perception
Communicating in the Workplace, First Edition
© 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Chapter 2:
Perception
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Perception is Important
Differences in perception are widespread Not all differences are of equal importance Not everyone’s perceptions have equal status What does perception have to do with
communication? You communicate your perceptions through language You use your perceptual filters to interpret others’ messages Your communication shapes your perceptions of others
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Perception Defined
Perception: the way in which an individual gives meaning to an object, messages or event Perception is a process
Objective reality: the actual object, message or event You filter this through:
Past experiences Prior knowledge Psychological state
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Perception Defined
Subjective reality: Result of filtering Everyone interprets reality differently No two people have the exact same
reality You need to communicate your reality to
others in a way they understand You need to be open to listening Goal is shared understanding
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
A Perception Model
Prior Knowledge Knowledge base you’ve developed over
years of experience and education Critical to making sense of what you see
and hear
Prior Experiences Use to help you make sense of your world
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
A Perception Model
Psychological state Identity: your sense of self as a unique individual You interact in relationship to the way you define
yourself Ex. Men & women, wealthy & poor, young &
elderly Identity includes personality traits Based on external traits: marital status, job, etc. Identity can impact your values and worldviews
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
A Perception Model Values reflect what you see as good/bad,
right/wrong World views are group-related value
orientations Self-concept: how you view yourself Emotional state: additional filter (ex.
Anxiety) Physical variables: health, location,
weakened senses
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
A Perception Model
Prior Knowledge
Prior Experiences
Psychological State
Perceptual Processes (including selective attention, projection, stereotyping, halo effect, attributions, etc.)
= Subjective Reality
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
A Perception Model
Selective attention We are bombarded by so many messages Impossible to pay attention to them all You make decisions to pay attention to
some more than others We pay attention to message that are:
Thrust at us (ex. Loud noises, dazzling colors, pungent smells)
Interesting to us Related to us specifically (ex. Name)
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
A Perception Model
Self-fulfilling prophecy Role expectations play in your perceptions You see what you want/expect to see People tend to live up to expectations of
significant others Positive or negative
Stereotype threat: negative cultural stereotypes about a group can create a belief in the stereotypes among members
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
A Perception Model
Halo Effect, Attribution Error and Projection Halo effect: occurs when you make
assumptions based upon limited information Positive or negative
Attribution error: attempt to attribute causes of events to either personalities or external situations
Projection: tendency to see your own faults (or strengths) in others and point out those traits
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
A Perception Model Concepts to minimize communication
breakdowns resulting from perceptual differences Recognize the distinction between objective
and subjective reality Your differences in perception are rooted in
individual differences How you look at differences matter Communication is a central skill in the
perception process
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Sharpening Your Perceptions
Facts/opinion confusion Statements of fact:
Are based on observable sensory data
Are only about the past or present, never the future
Are objective and free from interpretations, conclusions or assumptions about what has been observed
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Sharpening Your Perception Statements of opinion:
Go beyond what has been observed
Are about the past, present or future
Include interpretations, conclusions or assumptions about what has been observed and are subjective
State your opinions by using an “I” message “I think,” “To me,” “From my point of view”
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Sharpening Your Perception
Checking Perceptions Responses to someone’s verbal/nonverbal
communication They share an impression of the person’s
message Open-minded, non-evaluative statements
that invite a response Help to verify assumptions or opinions Provide a way to confirm what you are
thinking
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Sharpening Your Perception
How to phrase a clear perception check: State your perception of another person’s
behavior Present the perception in an open-minded or
tentative way “I may be wrong,” “It seems”
Express your perception in a non-evaluative way
Invite a response Short question Rising inflection
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Sharpening Your Perception
Learning conversations Process for learning about the perceptions
of others Debates: attempt to win, convince the other
person you are right Dialogue: goal is to understand, not win and
requires a curiosity of others
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Sharpening Your Perception Content messages: describe facts about
what happen, often include assumptions
Feeling messages: how someone feels, most likely expressed in body language
Identity messages: how people see themselves and how they are affected
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Sharpening Your Perception Purpose of learning conversations:
Understanding another person’s point of view
Sharing your point of view
Understanding/sharing feelings
Working together to resolve a problem
Move from “convincing” other person to cultivating “curiosity” about others’ views
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Sharpening Your Perception
Phases of learning conversations Invite the person to share his/her
different point of view Share the differing points of view
Ask for information about his/her experiences Paraphrase the speaker’s message Focus on learning, not winning
Problem solving
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Perception and Technology
New technology allows people to change and shape reality
Be critical of what you see and hear Call for media literacy awareness
Media constructs messages to broadcast Messages use creative language with specific rules Messages are understood differently by different
people Decision-makers have their own points of view Goal is usually more money and/or power
Cheesebro, O’Connor, Rios: Communicating in the Workplace, 1e. © 2010 Pearson Education, Upper Saddle River, NJ 07458.All rights reserved
Perception and Technology
5 Questions for Critical Media Viewing Who created this message? What creative techniques were used to
attract my attention? How might other people understand this
message differently than I? What values, lifestyles, and points of
view are being represented in, or omitted from, this message?
Why is this message being sent?