Perception

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Chapter 9 Perception and Attribution
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Objectives

• Define perception and explain the perceptual
  process
• Identify the sources of misinterpretation in
  cross-cultural interactions
• Understand both the benefits and the drawbacks of
  the perceptual process

9 -1
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
3
Objectives

• Recognize common perceptual errors
• Describe the Johari window
• Explain attribution theory
• Understand the relevance of perception and
  attribution for managers

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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Can You Understand This?
Subject The paomnnehil pweor of the hmuan mnid.
Aoccdrnig to rscheearch at Cmabrigde Uinervtisy,
it deosn't mttaer in waht oredr the ltteers in a
wrod are, the olny iprmoetnt tihng is taht the
frist and lsat ltteer be at the rghit pclae. The
rset can be a taotl mses and you can sitll raed
it wouthit porbelm. Tihs is bcuseae the huamn
mnid deos not raed ervey lteter by istlef, but
the wrod as a wlohe.   Amzanig,
huh?
9 -3
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
5
Perception - Defined

• Perception is the process by which we
• select,
• organize, and
• evaluate
• the stimuli in our
• environment to make
• it meaningful for ourselves

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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Selective Attention
Unnoticed Stimuli
Perceived Stimuli (Selective attention)
Salience
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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Factors that AffectWhat We Perceive
Internal Motives Values Interests Attitudes Past
experiences Expectations
External Motion Intensity Size Novelty Salience
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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Patterns that Help Us Organize Stimuli

• Opposites pros and cons
• Cause-and-effect relationships If the clients
  asked lots of questions, that means Ill make the
  sale
• Schemas my view of what a boss does

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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Schemas - Defined
Schemas are mental maps of different concepts,
events, or types of stimuli that contain both the
attributes of the concept and the relationship
among the attributes Once established,
they determine what stimuli we attend to and
remember
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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
10
Social Identity Theory - Defined

• Based on the belief that people tend
• to perceive themselves and others in terms of
  social categories rather than as individuals
  (social categorization)
• to assess the relative worth of groups as well as
  individuals by comparing them (social comparison)
• to perceive and respond to the world not as
  detached observers but in terms of their
  identity, which depends on the social groups to
  which they belong (social identification)

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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Stereotyping - Defined

• Stereotyping occurs when we attribute
• behavior or attitudes to a person on the
• basis of the group or category to which the
• person belongs

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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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When Is Stereotyping Helpful?

• Consciously held
• Descriptive
• Accurate
• The first best guess about a group/person
• Modified after further experience and observation

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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Drawbacks of Perception

• Prevents us from taking in everything we should
• Makes our interpretations questionable
• Promotes stereotypes

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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Benefits of Perception
The process of perception limits, selects and
organizes stimuli that would otherwise overwhelm
us
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8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Perceptual Distortions to Avoid

• Stereotyping
• The halo effect
• Primacy and recency effects
• Central tendency
• Contrast effects
• Projection
• Self-fulfilling perceptual defenses

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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Johari Window
Known to self
Unknown to self
Arena
Blindspot
Known to others
Façade
Unknown
Unknown to others
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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Sources of Cross-Cultural Misinterpretation
Subconscious cultural blinders Lack of cultural
self-awareness Projected similarity
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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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D.I.E. Model

• Teaches people to distinguish among
• description, interpretation, and evaluation of
• cultural behavior
• Description observed fact
• Interpretation inferences
• Evaluation judgments/feelings
• Description is the safest way to avoid errors and
  
• misattributions

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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Attribution Theory - Defined
According to attribution theory, when people
observe behavior, they attempt to determine
whether it is internally or externally
caused People look for information about
consensus, consistency, and distinctiveness to
decide on causation
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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Attribution Theory
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8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Self-Serving Bias -Defined
Self-serving bias is the tendency for people to
attribute their successes to internal factors
while blaming external factors for their failures
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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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Fundamental Attribution Error -Defined
Fundamental attribution error is the tendency to
underestimate the influence of external factors
and overestimate the influence of internal
factors when making judgments about the behavior
of others
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Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner