Post on 16-Dec-2015
transcript
Chapter 3
Perceiving Ourselves and Others in Organizations
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
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Changing Self and Other-Perceptions of Female Firefighters
Camp Fully Involved, a six-day intensive firefighter
course for teenage girls, builds self-confidence and
dissolves the stereotype that firefighting is only for men.
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Self-Concept Defined
An individual’s self-beliefs and self-evaluations “Who am I?” and “How do I feel about myself?” Compare perceived job with our perceived and ideal selves. Includes three self-concept dimensions and four “selves”
processes
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Complexity• People have multiple self-views
Consistency• Similar personality and values across multiple selves
Clarity• Clearly and confidently described, internally
consistent, and stable across time. People have better well-being with:
• multiple selves (complexity)• well established selves (clarity)• selves are similar and compatible with traits
(consistency)
Self-Concept Dimensions (3 C’s)
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Self-enhancement• Promoting and protecting our positive self-view
Self-verification• Affirming our existing self-concept
Self-evaluation• Evaluating ourselves through self-esteem, self-
efficacy and locus of control
Social self• Defining ourselves in terms of group membership
Four “Selves” of Self-Concept
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Drive to promote/protect a positive self-view • competent, attractive, lucky, ethical, valued
Positive self-concept outcomes:• better personal adjustment and mental/physical
health • inflates personal causation and probability of
success
Self-Concept: Self-Enhancement
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Motivation to verify/maintain our self-concept Stabilizes our self-concept People prefer feedback consistent with their
self-concept Self-verification outcomes:
• More likely to perceive information consistent with our self-concept
• We interact more with those who affirm/reflect our current self-concept
Self-Concept: Self-Verification
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Self-esteem• High self-esteem -- less influenced, more
persistent/logical
Self-efficacy• Belief in one’s ability, motivation, role perceptions,
and situation to complete a task successfully• General vs. task-specific self-efficacy
Locus of control• General belief about personal control over life events• Higher self-evaluation with internal locus of control
Self-Concept: Self-Evaluation
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Self-Concept: Social Self
• Social identity -- defining ourselves in terms of groups to which we belong or have an emotional attachment
• We identify with groups that support self-enhancement
Employees at other firms
People living in other countries
Graduates ofother schools
An individual’s
social identity
Edward Jones Employee
AmericanResident/Citizen
Indiana U.Graduate
Contrasting GroupsSocial Identity
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Perception Defined
The process of receiving information about and making sense of the world around us• Determining which information
gets noticed• how to categorize this
information• how to interpret information
within our existing knowledge framework
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Selective Attention
Selecting vs ignoring sensory information
Affected by object and perceiver characteristics
Emotional markers attached to selected information
Confirmation bias• Information contrary to our
beliefs/values is screened out
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Categorical thinking• Mostly nonconscious process of organizing
people/things Perceptual grouping principles
• Similarity or proximity• Closure -- filling in missing pieces• Perceiving trends
Interpreting incoming information• Emotional markers automatically evaluate
information
Perceptual Organization/Interpretation
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Internal representations of the external world
Help make sense of situations• Fill in missing pieces• Help to predict events
Problem with mental models:• May block recognition of new
opportunities/perspectives
Mental Models in Perceptions
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Stereotyping
Assigning traits to people based on social category membership
Occurs because:• Categorical thinking• Innate drive to understand and
anticipate others’ behavior• Enhances our self-concept
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Social identity and self-enhancement reinforce stereotyping through:
Categorization -- Categorize people into groups
Homogenization -- Assign similar traits within a group; different traits to other groups
Differentiation process -- Assign less favorable attributes to other groups
Stereotyping Through Categorization, Homogenization, Differentiation
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Stereotyping Problems• Overgeneralizes – doesn’t represent everyone in
the category• Basis of systemic and intentional discrimination
Overcoming stereotype biases• Difficult to prevent stereotype activation• Possible to minimize stereotype application
Stereotyping Problems/Solutions
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Attribution Process
Perception that behavior is caused by person’s own motivation or ability
Internal Attribution
External Attribution
Perception that behavior is caused by situation or fate -- beyond person’s control
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Attribution Rules
External Attribution
Frequently
Consistency
Seldom
Internal Attribution
Frequently
Distinctiveness
Seldom
Seldom
Consensus
Frequently
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Fundamental Attribution Error• attributing own actions to internal and external
factors and others’ actions to internal factors
Self-Serving Bias• attributing our successes to internal factors and
our failures to external factors
Attribution Errors
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Self-Fulfilling Prophecy Cycle
Supervisorforms
expectations
Expectationsaffect supervisor’s
behavior
Supervisor’sbehavior affects
employee
Employee’sbehavior matches
expectations
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...at the beginning of the relationship (e.g. employee joins the team)
...when several people have similar expectations about the person
...when the employee has low rather than high past achievement
Self-Fulfilling Prophecy Effect is Strongest...
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Halo effect• One trait affects perception of person’s other traits
False-consensus effect• overestimate how many others have similar beliefs
or traits like ours
Primacy effect• First impressions
Recency effect• Most recent information dominates perceptions
Other Perceptual Effects
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1. Awareness of perceptual biases
2. Improving self-awareness• Applying Johari Window
3. Meaningful interaction• Close, frequent interaction toward a shared goal• Equal status • Engaged in a meaningful task
Strategies to Improve Perceptions
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Known to Self Unknown to Self
Knownto Others
Unknownto Others
OpenArea Blind
Area
UnknownArea
HiddenArea
Know Yourself (Johari Window)
OpenArea
BlindArea
HiddenArea
UnknownArea
Disclosure
Feedback
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Meaningful Interaction at Herschend Family Entertainment
Herschend Family Entertainment
CEO Joel Manby worked incognito
along-side employees as part of
the television program Undercover
Boss. The experience helped
Manby improve his perceptions of
the workplace as well as his own
leadership behavior.
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An individual’s ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information. • awareness of, openness to, and respect for other
views and practices in the world • capacity to empathize and act effectively across
cultures• ability to process complex information about novel
environments• ability to comprehend and reconcile intercultural
matters with multiple levels of thinking
Global Mindset
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1. Self-awareness activities – understand own values, beliefs, attitudes
2. Compare mental models with people from other cultures
3. Cross-cultural training
4. Immersion in other cultures
Developing a Global Mindset