perception & personality
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PERCEPTION AND PERSONALITY IN ORGANIZATIONS
FOUNDATIONS OF INDIVIDUAL BEHAVIOUR
“ WE DON’T SEE THINGS AS THEY ARE, WE SEE THINGS AS WE ARE.”
PERCEPTION
“ The study of perception is concerned with identifying the process through which we interpret and organize sensory information to produce our conscious experience of objects and object relationship.”
“ Perception is the process of receiving information about and making sense of the world around us. It involves deciding which information to notice, how to categorize this information and how to interpret it within the framework of existing knowledge.
PERCEPTION
“ A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment ”.
Selective AttentionSelective Attention
PERCEPTUAL PROCESS MODEL
Feeling Hearing Seeing Smelling TastingFeeling Hearing Seeing Smelling Tasting
Environmental StimuliEnvironmental Stimuli
THE PERCEPTUAL PROCESS
1. SensationAn individual’s ability
to detect stimuli in the immediate environment.
2. SelectionThe process a person
uses to eliminate some of the stimuli that have been sensed and to retain others for further processing.
3. Organization The process of placing
selected perceptual stimuli into a framework for “storage.”
4. Interpretation The stage of the
perceptual process at which stimuli are interpreted and given meaning.
SELECTIVE ATTENTION
Characteristics of the object size, intensity, motion, repetition, novelty
Perceptual context
Characteristics of the perceiver attitudes perceptual defense expectations -- condition us to expect events
Factors in the perceiver• Attitudes• Motives• Interests• Experience• Expectations
Perception
Factors in the Target• Motion• Novelty• Sounds• Size• Background• Proximity• Similarity
Factors in the situation• Time• Work Setting• Social Setting
FIGURE-GROUND ILLUSTRATION
Field-ground differentiation The tendency to distinguish
and focus on a stimulus that is classified as figure as opposed to background.
PERCEPTUAL GROUPINGPERCEPTUAL GROUPING
Our tendency to group several individual stimuli into a meaningful and recognizable pattern.
It is very basic in nature and largely it seems to be inborn.
Some factors underlying grouping are-continuity -closure-proximity -similarity
ATTRIBUTION THEORY
IS THE CAUSE OF THE BEHAVIOR SEEN AS INTERNAL OR EXTERNAL? WE LOOK FOR THREE TYPES OF INFORMATION TO DECIDE:
DISTINCTIVENESS : Is this person’s performance different on other tasks and in other situations?
CONSISTENCY : Over time, is there a change in behavior or results on this task by this person?
CONSENSUS : Do others perform or behave similarly when in a similar position?
“YES” answers lead to EXTERNAL attributions (Environmental causes)
“NO” answers lead to INTERNAL attributions (Personal causes)
ATTRIBUTION THEORY
When individuals observe behavior, they attempt to determine
whether it is internally or externally caused.
observation Attribution of cause
Consistency
Consensus
Distictinctiveness
Individual behavior
Internal
External
Internal
External
Internal
ExternalH
L
H
L
H
L
H –high L- Low
Interpretation
External
Attribution
20
Distinctiveness Does this person
behave in this manner
in other situation
YesHigh
ConsistencyNo
LowConsistency
NoLow
Consensus
YesHigh
Consensus
YESLow
DistinctivenessNO
HighDistinctiveness
ConsensusDo other person Behave in the Same manner?
ConsistencyDoes this person
behave in this same
manner at other times ?
Internal Attribution
PERCEPTUAL ERRORS & ATTRIBUTIONS
STEREOTYPES : Based on appearance HALO (HORN) EFFECTS : One outstanding
characteristic noted CONTRAST EFFECT : Ordering RECENCY EFFECT : Limited recall PROJECTION : “Similar to me” Error SKEWING ERRORS : Central tendency, leniency,
strictness bias SELF-FULFILLING PROPHECY : People respond the
way you “expected” they would SELECTIVE PERCEPTION (MIND SETS) : Filtering,
selection,
ATTRIBUTION ERRORS
THE FUNDAMENTAL ATTRIBUTION ERROR
the cause of poor performance (by others) is due to personal factors (lazy…didn’t try very hard)
SELF-SERVING BIAS
the cause of poor performance (by myself) is due to situational factors (poor support), not because of a lack of effort
ImprovingImprovingPerceptualPerceptualAccuracyAccuracy
DiversityDiversityManagementManagement
EmpathizeEmpathizeWith OthersWith Others
PostponePostponeImpressionImpressionFormationFormation
KnowKnowYourselfYourself
CompareComparePerceptionsPerceptionsWith OthersWith Others
IMPROVING PERCEPTUAL ACCURACY
Known to Self Unknown to Self
Knownto Others
Unknownto Others
OpenOpenAreaArea BlindBlind
AreaArea
UnknownUnknownAreaArea
HiddenHiddenAreaArea
KNOW YOURSELF (JOHARI WINDOW)
OpenOpenAreaArea
BlindBlindAreaArea
HiddenHiddenAreaArea
UnknownUnknownAreaArea
DisclosureDisclosure
FeedbackFeedback
DEFINING PERSONALITY
Relatively stable pattern of behaviours and
consistent internal states that explain a person's
behavioural tendencies
Sum total of ways in which an individual reacts
and interacts with others and environment
DETERMINANTS OF PERSONALITY
Outgoing, talkative
Courteous, empathic
Caring, dependable
Poised, secure
Sensitive, flexible
BIG FIVE PERSONALITY DIMENSIONS
ExtraversionExtraversion
AgreeablenessAgreeableness
Courtesy of Thompson Doyle Hennessey & Everest
MYERS-BRIGGS TYPE INDICATOR
Extroversion versus introversion
Sensing versus intuition
Thinking versus feeling
Judging versus perceiving
LOCUS OF CONTROL AND SELF-MONITORING Locus of control
Internals believe in their effort and ability Externals believe events are mainly due to
external causes
Self-monitoring personality Sensitivity to situational cues, and ability to
adapt your behaviour to that situation
PERSONALITY TRAITS