Professional Documents
Culture Documents
How We Perceive Ourselves
How We Perceive Ourselves
Organizations
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Changing Self and Other
Perceptions of Female Firefighters
3-2
Self-Concept Defined
An individual’s self-beliefs and self-
evaluations
“Who am I?” and “How do I feel about myself?”
3-3
Self-Concept Model:
Three C’s and Four Selves
Self-Concept
• complexity
• consistency
• clarity
3-4
Self-Concept Characteristics
(3 C’s)
Complexity
We perceive multiple self-views
High complexity: several identities with little overlap
Consistency
Multiple selves require compatible personality, values
Clarity
Self-concept is clear, confidently described, internally
consistent, and stable across time.
3-5
Four “Selves” of Self-Concept
Self-enhancement
Promoting and protecting our positive self-view
Self-verification
Affirming and maintaining our existing self-
concept
Self-evaluation
Evaluating ourselves through self-esteem, self-
efficacy, and locus of control
Social self
Defining ourselves by our group membership
3-6
Self-Concept: Self-
Enhancement
Drive to promote/protect a
positive self-view
competent, attractive,
lucky, ethical, valued
Self-enhancement
outcomes:
better personal adjustment
and mental/physical health
Higher “can-do” attitude
Inflates perceived personal
causation and chances of
success
3-7
Self-Concept: Self-Verification
Motivation to verify/maintain our self-concept
Stabilizes our self-concept
Prefer feedback consistent with self-concept
Self-verification outcomes:
More likely to remember information consistent
with our self-concept
Less likely to accept feedback that differs from our
self-concept
Motivated to be with those who affirm/reflect our
self-concept
3-8
Self-Concept: Self-Evaluation
Self-esteem
High self-esteem: less influenced by others, more
persistent, more logical thinking
Self-efficacy
Belief that we can successfully perform a task
Perceived support from MARS model elements
General self-efficacy – “can-do” belief across situations
Locus of control
General belief about personal control over life events
Higher self-evaluation with internal locus of control
3-9
Self-Concept: Social Self
• Social identity -- defining ourselves in terms of groups to
which we belong or have an emotional attachment
• Groups selected when easily identified, your
membership is the exception, the group has high status
Social Identity Contrasting Groups
Edward Jones
Employee Employees at
other firms
An
American People living in
Resident/Citizen individual’s other countries
social identity
Graduates of
Indiana U. other schools
Graduate
3-10
Perception Defined
The process of receiving
information about and
making sense of the
world around us
Determining which
information gets noticed
Determining how to
categorize this
information
Determining how to
interpret information
within our existing
knowledge
3-11
Selective Attention
Selecting vs ignoring sensory
information
Affected by features of
person/object – size, motion
Affected by the perceiver’s
characteristics – assumptions,
expectations, needs
Emotional markers are assigned
to selected information
Confirmation bias
Screening out information
contrary to our beliefs/values
3-12
Perceptual
Organization/Interpretation
Categorical thinking
Mostly nonconscious process of organizing
people/things (perceptual grouping)
3-13
Mental Models in Perceptions
Internal representations of the external
world
Help make sense of situations
Fill in missing pieces
Help to predict events
3-14
Stereotyping
Assigning traits to people based
on social category membership
Why people stereotype:
Categorical thinking
Innate drive to comprehend and
predict others’ behavior
Supports self-enhancement and
social identity
3-15
Stereotyping Through Categorization,
Homogenization, Differentiation
3-16
Problems with Stereotyping
Problems with stereotyping
Overgeneralizes – doesn’t represent everyone in
the category
Basis of systemic and intentional discrimination
3-17
Attribution Process
Internal External
Attribution Attribution
3-18
Attribution Rules
Internal Attribution
External Attribution
3-19
Attribution Errors
Self-Serving Bias
Tendency to attribute our successes to internal
factors and our failures to external factors
3-20
Self-Fulfilling Prophecy Cycle
Supervisor
forms
expectations
Employee’s Expectations
behavior matches affect supervisor’s
expectations behavior
Supervisor’s
behavior affects
employee
3-21
Self-Fulfilling Prophecy Effect
is Strongest...
...at the beginning of the relationship (e.g.
employee joins the team)
3-22
Other Perceptual Effects
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
Three causes
Primacy effect
First impressions are difficult to change
Recency effect
Most recent information dominates perceptions
3-23
Improving Perceptions
1. Awareness of perceptual biases
2. Improving self-awareness
Applying Johari Window
3. Meaningful interaction
Based on contact hypothesis
Close, frequent interaction toward a shared
goal
Engaged in a meaningful task
Equal status
3-24
Know Yourself (Johari
Window)
Feedback
Hidden
Area Unknown
Hidden Unknown
Area
Unknown Area Area
to Others
3-25
Global Mindset at Keppel
O&M
Global mindset is one of the
core values at Keppel Offshore
& Marine. The Singapore-
based offshore rig designer
and builder encourages staff
to visit the company’s
operations in other countries,
attend debriefing sessions
from those visits, and accept
longer-term overseas
assignments.
3-26
Global Mindset Abilities
Ability to understand and
respect other views/practices
around the world
Ability 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
3-27
Developing a Global Mindset
1. Improve self-awareness
3. Develop better
knowledge of people
and cultures – especially
through immersion
3-28
and Others in
Organizations
3-29