New Perception

8/2/2019 New Perception

1/35

Perception & Errors


2/35

W at Is Percept on, anWhy Is It Important?

Peoples behavior isPeoples behavior is

based on theirbased on their

perception of whatperception of what

reality is, not onreality is, not on

reality itself.reality itself.

The world as it isThe world as it is

perceived is the worldperceived is the worldthat is behaviorallythat is behaviorally

important.important.

Peoples behavior isPeoples behavior is

based on theirbased on their

perception of whatperception of what

reality is, not onreality is, not on

reality itself.reality itself.

The world as it isThe world as it is

perceived is the worldperceived is the worldthat is behaviorallythat is behaviorally

important.important.

Perception

A process by whichindividuals organize andinterpret their sensory

impressions in order togive meaning to theirenvironment.


3/35

Factors influencingperception

A number of factors operate to shape and

sometimes distort perception. These factors can

reside in theperceiver, in the object or target

being perceived or in the context of the situation

in which the perception is made.


4/35

Factors influencing Perception

Factors in the perceiver Attitudes

Motives Interests Experience Expectations

Perception

Factors in the Target Novelty Motion Sounds Size Background Proximity

Similarity

Factors in the situation Time Work Setting Social Setting


5/35

erpe ua process- mp eformat

Perpetual inputs

Stimuli

Perpetual throughputs

Receiving Selecting Organizing Interpreting

Perpetual outputs

Actions/response


6/35

Characteristics/Stimuli/Inputs

Perpetual Inputs-- Objects--Events--People

Perpetual mechanism

Selection Interpretation

Organization

Characteristicsof situation

Characteristicsof perceiver

Perpetualoutputs

-- Attitudes--Opinions--Feelings--Values

Behavior


7/35

Receiving Stimuli

(External & Internal)

Selecting Stimuli

External factors : Nature,Location, Size, contrast,

Movement, repetition, similarity

Internal factors : Learning,needs, age, Interest,

OrganizingFigure Background ,

Perceptual Grouping

( similarity, proximity,

closure, continuity)

Response

Covert: Attitudes ,

Motivation,

Feeling

Overt: Behavior

Perceptual Process

InterpretingAttribution ,Stereotyping,

Halo Effect, Projection


8/35


9/35

Attribution

TheoryE X H I B I T 52

E B


10/35

Errors an B ases nAttributions

Fundamental Attribution Error

The tendency to underestimatethe influence of external factorsand overestimate the influence

of internal factors when makingjudgments about the behavior ofothers.

F t U S t t


11/35

Frequent y Use S ortcutsin Judging Others

Selective Perception

People selectively interpret what they see on the

basis of their interests, background, experience,and attitudes.

F t U S t t


12/35


Selective Perception

People selectively interpret what they see on the

basis of their interests, background, experience,and attitudes.


13/35

Frequently Used Shortcuts in JudgingOthers

Halo Effect

Drawing a general impressionabout an individual on the

basis of a single characteristic

Contrast Effects

Evaluation of a persons characteristics that

are affected by comparisons with other peoplerecently encountered who rank higher or loweron the same characteristics.

F t U S t t


14/35


Projection

Attributing ones owncharacteristics to otherpeople.

Stereotyping

Judging someone on thebasis of ones perception ofthe group to which that

person belongs.


15/35

Specific Applications in Organizations

Employment Interview Perceptual biases of raters affect the

accuracy of interviewers judgments ofapplicants.

Performance Expectations

Self-fulfilling prophecy: The lower or higherperformance of employees reflectspreconceived leader expectations aboutemployee capabilities.

Ethnic Profiling

A form of stereotyping in which a group ofindividuals is singled outtypically on thebasis of race or ethnicityfor intensiveinquiry, scrutinizing, or investigation.


16/35

Specific Applications in Organizations (contd)

Performance Evaluations Appraisals are often the subjective

(judgmental) perceptions of appraisers ofanother employees job performance.

Employee Effort

Assessment of individual effort is asubjective judgment subject to perceptualdistortion and bias.


17/35

The Link Between Perceptions and Individual DecisionMaking

Perceptionof thedecisionmaker

Perceptionof the

decisionmaker

Outcomes

Problem

Aperceiveddiscrepancybetween the current state of

affairs and a desired state.

Decisions

Choices made from among

alternatives developed fromdata perceivedas relevant.


18/35

Assumptions of the Rational Decision-Making Model

Model Assumptions

Problem clarity

Known options Clear preferences

Constantpreferences

No time or costconstraints

Maximum payoff

Model Assumptions

Problem clarity

Known options Clear preferences

Constantpreferences

No time or costconstraints

Maximum payoff

Rational Decision-

Making Model

Describes how individuals

should behave in order tomaximize some outcome.


19/35

Steps in the Rational Decision-Making Model

1. Define the problem.

2. Identify the decision criteria.

3. Allocate weights to the criteria.

4. Develop the alternatives.

5. Evaluate the alternatives.

6. Select the best alternative.


20/35

Common Biases and Errors

Overconfidence Bias Believing too much in our own decision

competencies.

Anchoring Bias

Fixating on early, first received information.

Confirmation Bias

Using only the facts that support ourdecision.

Availability Bias

Using information that is most readily athand.

Representative Bias

Assessing the likelihood of an occurrence bytrying to match it with a preexisting

category.


21/35

Common Biases and Errors

Escalation of Commitment Increasing commitment to a previous

decision in spite of negative information.

Randomness Error

Trying to create meaning out of randomevents by falling prey to a false sense ofcontrol or superstitions.

Hindsight Bias

Falsely believing to have accurately

predicted the outcome of an event, afterthat outcome is actually known.


22/35

Toward Reducing Bias and Errors

Focus on goals. Clear goals make decision making easier

and help to eliminate options inconsistentwith your interests.

Look for information that disconfirms beliefs.

Overtly considering ways we could be wrongchallenges our tendencies to think weresmarter than we actually are.

Dont try to create meaning out of randomevents.

Dont attempt to create meaning out ofcoincidence.


23/35

Increase your options. The number and diversity of alternatives

generated increases the chance of finding

an outstanding one.


24/35

Activity


25/35


26/35


27/35


28/35


29/35


30/35


31/35


32/35


33/35


34/35


35/35

Date post:	05-Apr-2018
Category:	Documents
Upload:	subhash92
View:	230 times
Download:	0 times

New Perception

Documents