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Perceptual Process
- Objects in the person's environment (observation in all 5 senses)
- Observation
- Perceptual selection (picking what you pay attention to)
- Perceptual organization
- Interpretation
- Response (how you react to what's happening)
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Perception
The process by which the individual selects, organizes, interprets, and responds to info.
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External Factors Affecting Person Perception
- Size
- Intensity
- Contrast
- Motion
- Repition
- Novelty and Familiarity
- Implicit Personality Theory
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Internal Factors Affecting Person Perception
- Personality
- Learning: perceptual set
- Motivation: pollyana principle
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Perceptual Set
An expectation of a particular interpretation based on the person's past experience with the same or similar object
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Pollyanna Principle **
People process pleasant events more efficiently and accurately than they do unpleasant events
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Implicit Personality Theory
- A person's beliefs about the relationships between another's physical characteristics and personality/
- When you stereotype something i.e males are surgeons (bias is very powerful)
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Expatriates
Employees who live and work outside of their hone countries
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Reasons for failure in foreign assignments
- Lowered security and safety
- Lower quality of life
- Job doesn't meet expectations
- Family concerns
- Spouse dissatisfaction
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What is the most common reason expatriates fail?
- Inability to adapt to new situations
- You need someone who is patient
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Perceptual Defense
Tendency for people to protect themselves against ideas, objects or situations that are threatening
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Halo Effect
When one positive or negative characteristic dominates the way that people is viewed by others
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Self-fulfilling Prophecy
The tendency for someone's expectations about another to cause that individual to behave in a manner consistent with those expectations
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Pygmalion effect
- Holding high expectations of another tends to improve the individual's performance
- Powerful leadership tool
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Golem Effect
Refers to the loss in performance that results from low expectations by the manager
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Projection
Tendency for individuals to see their own traits in other people
Young leaders think that everyone is just like you
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Contrast Effect
- Occurs when an evaluation is influenced by a preceding evaluation
- Similar to halo effect
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Impression Management
- An attempt by an individual to manipulate or control the impressions that others form about them
- First impressions
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Ingratiation
- The person flatters others so they will see the person as likable
- Employee compliments manager on good customer service after the manager handled a complaint from an irate customer
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Intimidation
The person lets others know that she can make life difficult or them if they push her
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Supplication
The person acts like he needs help so others will help him
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Exemplification
The person stays late so others know she is working hard
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Attribution Process
The ways in which people come to understand the causes of their own and others' behaviors -> figure out why someone is doing what they are doing
- Antecedents
- Attributions
- Consequences
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Antecedents
Factors internal to the perceiver
- Information
- Beliefs
- Motivation
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Attributions
Made by the perceiver
Perceived internal versus external causes of behavior
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Consequences
For the perceiver
- Behavior
- Feelings
- Expectations
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Attribution of External Causes
- Consistency is low
- Distinctiveness is high
- Consensus is high
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Attribution of Internal Causes
- Consistency is high
- Distinctiveness is low
- Consensus is low
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Distinctiveness
The extent to which the person perceived acts in the same manner in different situations
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Consensus
The extent to which others, faced with the same situation, behave in a manner similar to the person perceived
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Fundamental Attribution Error
- The tendency to underestimate the influence of situational factors and to overestimate the influence of person factors in evaluating someone else's behavior
- We tend to underestimate the person. We blame the person and not the situation
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Self-serving bias
Individuals attributing their success to internal factors (ability or effort) and attributing their failure to external factors (task difficulty or luck)
- Overestimates internal factors
- Underestimates external factors
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Dealing with Attribution Implications of Being Fired
- Work through the firing psychologically
- Figure out what went wrong (specific examples)
- Exit statement
- Avoid negative attributions (get different opinions to make sure your bias isn't the reason your are firing them
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