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Perception, Values and Self-Awareness (1)

Session 3

What is Perception?
YOUR interpretation of reality after information/stimuli is

What is Perception?
Filtered out Selected Organized Defined .using YOUR existing

What is Perception?
Knowledge Needs Beliefs Values Assumptions Attitudes.

Purpose of Perception Process


1. Simplify information for processing 2. Decrease distress/discomfort from particular stimuli.

The Perceptual Process


Environmental Stimuli
Feeling Hearing Seeing Smelling Tasting

From Self Awareness by McShane & Von Glinow, Organizational Behavior

The Perceptual Process


Environmental Stimuli
Feeling Hearing Seeing Smelling Tasting

Selective Attention

From Self Awareness by McShane & Von Glinow, Organizational Behavior

The Perceptual Process


Environmental Stimuli
Feeling Hearing Seeing Smelling Tasting

Selective Attention

Perceptual Organization

From Self Awareness by McShane & Von Glinow, Organizational Behavior

The Perceptual Process


Environmental Stimuli
Feeling Hearing Seeing Smelling Tasting

Selective Attention

Perceptual Organization

Emotions and Behavior


From Self Awareness by McShane & Von Glinow, Organizational Behavior

The Perceptual Process


Environmental Stimuli
Feeling Hearing Seeing Smelling Tasting

Selective Attention

Perceptual Organization

Individuals Values and Beliefs

Emotions and Behavior


From Self Awareness by McShane & Von Glinow, Organizational Behavior

Perceptual Blocks: Mental Models

Deletion

(selective perception) Construction (creative perception) Distortion Generalization

Steps to Minimize Perceptual Pitfalls


Heighten self-awareness Reflect on reactions Listen actively Practice empathy Check assumptions Acknowledge and accept differences Delay judgments

Perceptual Blocks and Self-Awareness


Q: Why is self-awareness important? A: Understanding WHO you are and WHAT you feel are the first steps towards

Perceptual Blocks and Self-Awareness


Correcting your weaknesses and enhancing your strengths. Sending intended messages more accurately. Understanding others better.

Johari Window
Get Feedback
Known to Others
Known to Self Unknown to Self

Disclose

Open

Blind

Unknown to Others

Hidden

Unknown

Named after creators Joseph Luft and Harry Ingham

Johari Window
Get Feedback
Known to Others

Known to Self

Unknown to Self

Disclose

Open

Blind

Unknown to Others

Hidden

Unknown

Named after creators Joseph Luft and Harry Ingham

Guidelines for Meaningful Disclosure


Be cautious!

Dont reveal too much, too fast, too soon! (Look at handout for details)

The Ladder of Inference


Action Conclusions & Assumptions
Added Cultural & Personal Meaning

Selected Data
Observable Data
From The Fifth Discipline Fieldbook, by Peter Senge et al, Doubleday 1994

Ladder of Inference #1

Ladder of Inference #2

Ladder of Inference: The Boss


Action
Conclusions & Assumptions Added Cultural & Personal Meaning Selected Data Observable Data
I quit!

Boss is scared of me. He gave my subordinate a raise without consulting me to undermine me.
Boss feels threatened. Maybe thats why he never takes action.

Boss heard about my conversation with Manager. Now hes worried about his job.

I talked to Manager about my ideas.

Step 7 Take action based on these beliefs Step 6 Adapt your beliefs about the world

STEP 5 Make conclusions based on assumptions STEP 4 Make assumptions based on added meanings STEP 3 Add meanings to data (cultural and personal) STEP 2 Select some data from what was observed

STEP 1 Observe data and experiences

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