Caproni Msel3e Ppt02

Chapter 2
Developing
Self-
Awareness
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-1

To be someone…is one of the deep urges
of the human heart…[It] is a need that
becomes more intensely felt – and also
more difficult to satisfy – as the course of
history carries us all further away from the
old realities that structured our identities
and life experiences for us.
Political Scientist Walter Truett Anderson

Author of Reality Isn’t What It Used To Be

Why Self-Awareness?
You cannot manage others well

unless you can manage yourself.

Successful Managers…
• Know what they want and why they want it
• Have a plan of action for getting it
• Understand their styles, strengths, weaknesses
• Understand how they are perceived by others and how
these perceptions affect their ability to gain support
• Have self-confidence, humility, and adaptability that
enables them to appreciate the views and styles of
others

Managerial Styles Lacking in Self Awareness
• Empty Suits have much style and substance but not

much content.
• Expansive Executives are genuinely committed to the

organization, set high goals, and work very hard – but
they gain self-worth primarily through their unconscious
needs for control, mastery, and professional success.
Consequently, their actions are designed to meet their
unconscious needs rather than the needs of the
organization.

Barriers to Self-Awareness
• Managers may fear tampering with the

“winning formula” that helped them
achieve their success so far
• Managers are often isolated from direct
reports’ feedback
• Direct reports, even when asked, may not
want to give honest feedback to someone
in a higher hierarchical position
Barriers to Self-Awareness (cont’d)
• Managers often hire people in their own

image and thus are unlikely to be criticized
• Managers are often too busy at home and

at work to take time out for reflection

Creating the Brand Called You

What Tom Peters Has To Say
About “The Brand Called You”
Regardless of age, regardless of position,

regardless of the business we happen to be
in, all of us need to understand the
importance of branding. We are CEOs of
our own companies: Me Inc. To be in
business today, our most important job is to
be head marketer for the brand called You.
Tom Peters

Branding:
What Qualities Make Me Distinctive
• What do I do that I’m most proud of?
• What do I do that adds remarkable, measurable,

distinguished, distinctive value?
• What would my colleagues/customers say is my greatest

and clearest strength? My most noteworthy personal trait?
• What have I done lately -- this week -- that added value to

the organization?
• In what ways is what I do difficult to imitate?
Tom Peters
Branding: Additional Advice
• Be an exceptional expert in something that has real
value and that is not easy to copy
• Be an exceptional team-mate and supportive colleague
• Be a broad-gauged visionary; Anticipate problems before
they become crises
• Be a businessperson obsessed with pragmatic outcomes
• Think of your job as a set of projects, each of which adds
value to the organization
• Consistently delivery high-quality work on time
Tom Peters
Manage Your Shadow Resume:
Your Brand on the Internet
• Recruiters and college admissions personnel are
searching online to conduct background checks on
potential employees and students through Google,
Facebook, LinkedIn, Friendster, etc.
• They look for red flags that may suggest poor judgment,
lack of professionalism, or lack of fit with the organization
(inappropriate language of photos)
• Google yourself to see what others see about you
• Create a professional online brand to be consistent with
the image you want other people to see
Tom Peters
Understanding the Self-
Concept

What is the Self-Concept?
The self-concept is an internalized set of perceptions
that each of us has about ourselves that are relatively
stable over time, consistent across situations, resistant
to change, and of central importance to us.
Our self-concept is made up of our beliefs about our

personalities, interests and skills, strengths and
weaknesses, what makes us similar to others, and what
makes us unique.
Our self-concept influences our everyday thoughts and

actions.
Influences on the Self-Concept
Family Genetic
(parental style, differences National Culture
birth order, signi- and subcultures
ficant family
events)
Interpersonal Social institutions

relationships Self-Concept (schools, workplaces,
religious institutions)
Transportation,
communication,
Group influences Possible selves
and information
(identity and (celebrities, management
technologies
organizational gurus, role models)
groups)
Cultural Influences on the Self-Concept
Independent Interdependent
• Separate from others • Connected to others
• Internal, private self focus • External, public self focus
• Self-esteem based on ability • Self-esteem based on ability
to understand, express, and to understand and adjust to
validate one’s self others, control oneself,
maintain harmony
• Self-focused emotions
(pride, frustration) • Other focused emotions
(sympathy, shame)
• Express emotions
• Keep emotions private
• Self-enhancement and self-
promotion bias • Self-critical and self-
improvement bias
I Am Assessment
• Private self-concept: Refer to self in ways that
emphasize your personal traits, states, or behaviors (I
am smart)
• Public self-concept: Refer to self in ways that emphasize

your relationships with others (I am loved)
• Collective self-concept: Refer to self in ways that

emphasize your group memberships (I am Korean)

Advantages of Culture View of Self-Concept
• Encourages us to look outward to our cultures to

understand who we are
• Encourages us to try to respond to others on their own
terms rather than as variations of or deviations from
ourselves
• Broadens our ways of thinking about what constitutes
normal and effective, thus expanding our options for
perceiving situations and behaving
• Enables us to be wise users of culturally-biased
management theories and practices

Social Influences on the Self-Concept
• Family: parental style, early losses, birth

order
• Other people’s expectations: self-fulfilling
prophecies
• Group influences: identity (gender, race,
religion, nationality) and organizational
groups (profession, organization, and
hierarchical level)

Why the Self-Concept is Important
• Attention
• Memory and speed of attention
• Interpretation and decision-making
• Social relations
• Moral decision-making
• Ability to cope with stress

Fundamental Human Needs
• Meaning
• Belonging
• Competence
• Control
• Consistency

Identity Challenges
We must make sense
of a world that’s We experience:
Technology increasingly difficult to
understand Gap between
who we are and
Globalization who we believe
We must make
decisions even though we should be
Increased diversity
many of today’s
Mass Media problems are too
complex to anticipate Gap between
all the consequences what we know
Celebrities and what we
We try to feel a sense believe we
of control in a world should know
that is in flux
Updated Self-Concept
• Managers as bricoleurs
• Managers as meaning-makers
• Managers with high self-
complexity (multiple selves)

Managers as Bricoleurs
…are comfortable tinkering with ideas about

themselves, others, and their environment
and improvising new ways of thinking and
behaving on the spot. Effective tinkering
involves changing habitual routines,
breaking traditional boundaries, and using
taken-for-granted resources in new ways.

Tend to try one thing, step back, reconsider,

and try another. For planners, mistakes are
steps in the wrong direction; bricoleurs
navigate through midcourse corrections.
Sherry Turkle

…remain creative under pressure, precisely
because they routinely act in chaotic
conditions and pull order out of them. Thus,
when situations unravel, this is simply
normal natural trouble for bricoleurs, and
they proceed with whatever materials are at
hand.
Karl Weick

Managers as Meaning Makers
In a world with shifting meanings, multiple

realities, and conflicting yet often equally
reasonable ideas, managers must not only
try harder to make sense of themselves, the
world, and their place in it, but they must
help others do the same.

Managers as Meaning Makers
The person that is most easily recognized as
an organizational leader is one who rises
above and beyond the specification of formal
structure to provide members of the
organization with a sense that they are
organized, even amidst an everyday feeling
that at a detailed level everything runs the
danger of falling apart.
Linda Smircich and Gareth Morgan

Contrasting Views of the
Managerial Self-Concept
Self in Industrial Age Self in Post-Modern Age
“I think therefore I am” “I think, therefore I think I am”
• Concrete, stable, • Virtual, fluid, heterogeneous,
homogeneous, predictable unpredictable
• One fixed identity • Multiple selves
• Well-integrated, bounded • Shifting, flexible boundaries,
and aligned identity sometimes contradictory selves
• Stable self across time and • Flexible self that changes across
place (to thine own self be time and place (to thine own
true) selves be true)
• Fact-finder and problem • Meaning-maker and bricoleur
solver • Self-expansion: developing
• Self-discovery: finding one’s multiple identities
true self
People with Multiple Selves May
Reap the Rewards of:
• The unique knowledge gained by membership in
multiple groups
• The freedom that is gained by being able to “rise above
the restrictions defined by specific group memberships
• The value of being able to bring both an insider’s and
outsider’s perspective to situations
• The value of being able to resist categorization and
“polarization”, accept their own and others’ “inconsistent
personae”, and adapt more fluidly to diversity
Aida Hurtado
“The benefits of having multiple selves are the quick
assimilation into different environments, the ability to
influence a group from the inside instead of outside,
and the satisfaction of being effective in different
settings. With multiple selves between home and
work, I can easily separate the two worlds, so that the
frustrations and stress that I might experience in one
tend not to be carried over to the other.”
Japanese MBA Student

Views of Multiple-Selves
No sooner do we think we have assembled a comfortable life than
we find apiece of ourselves that has no place in it.
Gail Sheehy, Passages
Self knowledge comes too late and by the time I’ve known myself I
am no longer what I was.
Ademola Reflections: Nigerian Prose and Verse
I’m the kind of woman that wants to enjoy herselves in peace.

Alice Walker, The Temple of My Familiar
When stuck on a hard problem [MIT-educated investor] Levy tries a

mental trick he invented in the third grade. He asks himself, “how
would I answer this if I were a smart person?”
Fortune Magazine
Caveats to Multiple Selves:
• Even for people with high self-complexity, the different

parts of one’s selves are integrated by some deeply
held common beliefs and values that are consistent
over time and place
• Having multiple selves is likely to have greater benefits
when one chooses one’s identities and sees them as a
desirable part of oneself rather than a burden or a
façade.
Aida Hurtado

What is Self-Monitoring?
Self-monitoring refers to a person’s

willingness and ability to be attentive to
social and interpersonal situational cues –
and adapt behavior in response.
Snyder and Gangestad

Differences Between
High and Low Self Monitors
High Self Monitors Low Self Monitors
Highly sensitive to social Less sensitive to social

and interpersonal cues and interpersonal cues
Highly willing and able Less willing and able to

to modify their behavior adapt their behaviors in
in response response
Asks self: Who does this Asks self: Who am I and

situation want me to be how can I be me in this
and how can I be that situation?
person?
Differences Between
High and Low Self Monitors
High Self Monitors Low Self Monitors
More likely to: More likely to:
•change employers •be committed to current employers and
•move geographically friends
•get promotions •be less likely to move
•perform better in boundary spanning jobs •invest emotionally in particular
•resolve conflict through collaboration and relationships so that they can be
compromise themselves
•emerge as leaders of work groups •value freedom to pursue work compatible
•rationalize failure with own interests rather than work that is
•seek out prestigious work prestigious or well defined
•attend to image •may not need to gather so much
•rely on social networks for career information from external sources
decisions regarding diverse career opportunities
•have instrumental relationships because they have greater self
•be flexible about forming new knowledge concerning career preferences
relationships elsewhere •may be more trusted in a crisis
•Have more stress

Is High or Low Self Monitoring Better?
Neither high or low self monitoring is generally

better. Instead, it’s important to understand
your preferred style and the ways it may be
helping or hindering you and the people who
depend on you achieve important goals.

Self-Monitoring and Mr. Sony’s Struggle
What accounted for Akio Morita’s unique ability as a
Japanese businessman to establish and sustain beneficial
relationships with the most important Western business and
political leaders? There is striking agreement among those
who knew him over time that he was special because he was
someone who seemed to understand them, and, as
important, whom they could understand…Morita could
conduct a dialogue, and while he was a very patriotic
Japanese and a firm defender of the Japanese point of view,
he could communicate it in a way that was meaningful to
non-Japanese…
Fortune Magazine

Mr. Sony’s Struggle
But was he really as effortlessly at ease in the company of his
foreign friends as he appeared, as familiar and at home with
their way of perceiving the world and behaving in it? Did Morita
truly understand his foreign friends and associates, and did they
truly know him?…There is no unambiguous answer. But there
is evidence to suggest that Morita had to labor hard to achieve
what may have been the illusion of familiarity. There is even
room for speculation that Morita’s lifelong, tireless campaign to
install Sony in the West required a painful personal struggle to
reconcile a foreign sensibility with his own and that…he was
never able to resolve that tension satisfactorily.
Fortune Magazine

Adaptable as human beings are and have to be, I
sometimes sympathize with the chameleon who had a
nervous breakdown on a patchwork quilt.
John Stephen Strange
We are what we pretend to be so be careful

of what you pretend to be.
Kurt Vonnegut, Jr. Author

Authenticity
Perhaps it’s better to view authenticity as a work-in-
progress rather than a static end-state. Viewing
authenticity as a work in progress assumes that we are
always learning about ourselves, the world around us,
and what others need from us. It assumes that
responding ethically and effectively to others and our
environments challenges us to be thoughtful about when
to fully express ourselves and when to hold back and
consider others’ feelings and needs, when to stick to our
position and when to find common ground, when to hold
onto parts of ourselves that are precious and when to let
go of parts of ourselves so that we can grow.
Authenticity
It may be most useful to view the concepts of

the “true self” and “multiple selves” not as
opposites, but as options, both of which can
help us achieve the authenticity,
responsiveness, and growth that we desire and
that others deserve from us.

Remember…
A leader has the responsibility [to have self

knowledge] not only for his or her own sake, but
for everyone else in the organization. Unless
the leader has a degree of self-knowledge and
self-understanding, there is a risk that he or she
will use the organization to address his or her
own neuroses.
Peter Senge citing Alain Gauthier

Personality Assessment
E Where you get energized I
Extrovert Introvert
Outward Inward
S How you see the world N

Sensing Intuitive
Details Big Picture
How you solve problems

T F
Thinking Logic Feeling
Values
How you come to closure

J P
Judging Closed, decisive Keep Perceiving
alternatives
open
Preferred Hand Non-Preferred Hand

Activity
• Write your name with • Write your name with
your preferred hand your nonpreferred
hand
_________________ ________________
• How did that feel? How did that feel?

Trying to learn to use new styles will feel like trying
to write with your non-preferred hand. You will need
to over-learn new behaviors in order to feel
comfortable using them
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Chapter 2

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-1

Political Scientist Walter Truett Anderson

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-2

You cannot manage others well

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-3

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-4

• Empty Suits have much style and substance but not

• Expansive Executives are genuinely committed to the

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-5

• Managers may fear tampering with the

• Managers often hire people in their own

• Managers are often too busy at home and

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-7

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-8

Regardless of age, regardless of position,

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-9

• What do I do that adds remarkable, measurable,

• What would my colleagues/customers say is my greatest

• What have I done lately -- this week -- that added value to

• In what ways is what I do difficult to imitate?

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-13

Our self-concept is made up of our beliefs about our

Our self-concept influences our everyday thoughts and

Interpersonal Social institutions

• Public self-concept: Refer to self in ways that emphasize

• Collective self-concept: Refer to self in ways that

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-17

• Encourages us to look outward to our cultures to

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-18

• Family: parental style, early losses, birth

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-19

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-20

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-21

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-23

…are comfortable tinkering with ideas about

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-24

Tend to try one thing, step back, reconsider,

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-25

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-26

In a world with shifting meanings, multiple

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-27

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-28

Japanese MBA Student

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-31

I’m the kind of woman that wants to enjoy herselves in peace.

When stuck on a hard problem [MIT-educated investor] Levy tries a

• Even for people with high self-complexity, the different

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-33

Self-monitoring refers to a person’s

Snyder and Gangestad

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-34

Highly sensitive to social Less sensitive to social

Highly willing and able Less willing and able to

Asks self: Who does this Asks self: Who am I and

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-36

Neither high or low self monitoring is generally

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-37

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-38

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-39

We are what we pretend to be so be careful

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-40

It may be most useful to view the concepts of

Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-42