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Interpersonal
The Individual Organizational
Influence and
Group Behavior Processes
INDIVIDUAL
BEHAVIOR IN THE
ORGANIZATION
First law of human behavior:
People are different. What one person
considers a golden opportunity another
considers a threat.
Caveat
PERCEPTION
Perception is the process by which individuals
make sense of their world.
The process by which individuals attend to,
organize, interpret, and retain information from
their environments.
Perceptual filters
how people experience stimuli
personality, psychology, experience, preferences,
beliefs-based differences
Objective vs. perceived realities
Perception
People perceive the world uniquely
Differences in perceptions can cause
problems
Communication
Conflict
Motivation
Judgment
Decision Making
Social Perception
How we gather information about the social
world--about peoples behavior, moods,
motives, and traits
internal causes
traits
skills
abilities
external causes
situational constraints
PERCEPTUAL DISTORTIONS
Selective perception
notice and accept stimuli which are consistent with our values,
beliefs, and expectations
Closure
tendency to fill in the gaps when information is missing
we assume that what we dont know is consistent with
what we do know
Primacy/Recency effects
Disproportionately high weight is given to the first/last information
obtained about a stimulus
Fundamental attribution error
The tendency to ignore external causes of behavior and to attribute
other peoples actions to internal causes.
PERCEPTUAL DISTORTIONS
Stereotyping
A person has beliefs about a class of stimulus objects
and generalizes those beliefs to encounters with
members of that class of objects.
Halo Effects
Generalizing from an overall evaluation of an
individual to specific characteristics and visa versa.
Expectancy effect
People perceive stimuli in ways that confirm their
expectations
Self fulfilling prophecy
PERCEPTION IMPLICATIONS:
SELF AWARENESS
Guard against specific biases
Stereotypes
Be aware that stereotyping can occur with very little
information, remain open to new information
Recognize that stereotypes rarely apply to a specific
individual
Fundamental attribution error?
Primacy/recency?
Halo?
Expectancy?
PERCEPTION IMPLICATIONS:
OUR EMPLOYEES
SELF-PERCEPTION
The same processes and biases lead to both
accurate and inaccurate perceptions of ourselves.
Self-serving bias
attribute successes to ourselves - internal
attribute failures to the environment external
Implication for feedback?
Implication of our own self-awareness?
JENSEN SHOES
What do you see as the strengths and weaknesses of Brooks and
Kravitz performance, interactions, and career management thus far?
What were Brooks assumptions about Kravitzs abilities, attitudes
and motivations? Discuss the accuracy of these assumptions.
What were Kravitz assumptions about Brooks abilities, attitudes
and motivations? Discuss the accuracy of these assumptions.
What perceptual biases and distortions occurred and influenced the
interactions between Kravitz and Brooks?
What would Brooks and Kravitz have had to do differently to result
in a more effective working relationship?
1. From their own perspective
2. From the others perspective
IMPROVING THE
RELATIONSHIP: BROOKS
IMPROVING THE
RELATIONSHIP: KRAVITZ
INDIVIDUAL DIFFERENCES
PERSONALITY
Regulation
of emotions Self-Management Relationship Management
(Social Skills)
Emotional Intelligence
LOCUS OF CONTROL