1. Perception and Learning in Organizations Chapter 3 By Alice E. Ramos and Fabian Lopez

2. The Perceptual Process Dynamics of selecting, organizing, interpreting external stimuli Selective Attention Selective Attention Processing some information while ignoring others Characteristics of the Object (bright light, loud voices) Characteristics of the Object (bright light, loud voices) Characteristics of the Perceiver (Emotional, anticipating) Characteristics of the Perceiver (Emotional, anticipating) Perceptual Organization and Interpretation Perceptual Organization and Interpretation Categorical thinking – grouping people objects into preconceived categories, occurs in seconds. Mental Models Mental Models Making assumptions to guide perceptions/behaviors, (filling in missing information). Question them to prevent blinding us from new perspectives.

3. Social Identity Theory Defining ourselves in terms of group affiliation (Student, occupation, nationality) Perceiving Others through Social Identity Perceiving Others through Social Identity Categorization – by distinct groups (Californians) Homogenization – thinking group members are similar (engineers are nerdy) Differentiation – Assigning more favorable characteristics to those in our groups, preserves our self-image

4. Stereotyping in Organizational Settings Assigning traits to people, largely due to cultural upbringing and media portrayal (assumptions ) Why Stereotyping Occurs – helps simplify our understanding of the world, human need to understand others, enhances our own self-perception Why Stereotyping Occurs – helps simplify our understanding of the world, human need to understand others, enhances our own self-perception Problems with Stereotyping – inhibits us, prejudice Problems with Stereotyping – inhibits us, prejudice Minimizing Stereotyping Bias Minimizing Stereotyping Bias Diversity Awareness Training and Assessment – dispels myths Meaningful Interaction – sharing a common goal (soldiers) Decision-Making Accountability – suppresses stereotyping perceptions

5. Attribution Theory Deciding the cause of behavior or events is internal (person) or external (environment) Internal: Consistency, Distinctiveness, Consensus Attribution Errors – “blaming” the person instead of their situation for their behavior, blaming others or situations for failures while taking credit for sucess Attribution Errors – “blaming” the person instead of their situation for their behavior, blaming others or situations for failures while taking credit for sucess

6. Self-fulfilling Prophecy Expectations formed Behavior toward the employee Effects on the employee Contingencies of Self-Fulfilling Prophecy Contingencies of Self-Fulfilling Prophecy

7. Other Perceptual Errors Primacy Effect Primacy Effect Recency Effect Recency Effect Halo Effect Halo Effect Projection Bias Projection Bias

8. Improving Perceptions Empathy Empathy A person’s understanding and sensitivity to the feelings, thoughts, and situation of others. The Johari Window The Johari Window The model of personal and interpersonal understanding. It’s designed to increase a better perception of your own values, beliefs, and experiences.

9. Learning in Organizations Explicit and Tacit Knowledge Explicit and Tacit Knowledge Explicit Knowledge is organized and can be communicated from one person to another. (e.g. lectures from instructors or this presentation) Tacit Knowledge is embedded in our actions and ways of thinking, and transmitted only through observation and experience. (Is not documented but action-oriented)

10. Behavior Modification: Learning through Reinforcement A-B-Cs of Behavior Modification A-B-Cs of Behavior Modification (A) Antecedents – (B) Behavior – (C) Consequences To change behavior (B) by managing its antecedents (A) and consequences (C). The main focus is on the (C) consequences of behavior. Contingencies of Reinforcement Contingencies of Reinforcement Positive reinforcement Punishment Negative reinforcement Extinction (no consequence follows a behavior)

11. Behavior Modification: Learning through Reinforcement Schedules of Reinforcement Schedules of Reinforcement Frequency and timing of those reinforcers also influence employee behaviors. Behavior Modification in Practice Behavior Modification in Practice We all practice behavior modification in one form or another.

12. Social Learning Theory: Learning by Observing Behavior Modeling Behavior Modeling People learn by observing another on a critical task, remembering the important elements of the observed behaviors, and then practicing those behaviors. Learning Behavior Consequences Learning Behavior Consequences We learn the consequences of behavior through logic and observation, not just through direct experience. Self-Reinforcement Self-Reinforcement Occurs whenever an employee has control over a reinforcer but doesn’t “take” it until completing a self- set goal.

13. Learning through Experience Experiential Learning in Practice Kolb’s Experiential Learning Model Kolb’s Experiential Learning Model Is a cyclical four-stage process that includes concrete experience, reflective observation, abstract conceptualization, and active experimentation. Action Learning Action Learning Is experiential learning in which employees investigate and act on significant organizational issues.

14. Questions: 1.Your question 2.Your second question 3.Your third question 4.Kolb’s experiential learning model is a cyclical four-stage process that includes: a) Concrete experience, primacy effect, reflective observation, and active experimentation. b) Concrete experience, reflective observation, abstract conceptualization, and active experimentation. c) Concrete experience, recency effect, reflective observation, and abstract conceptualization. d) Primacy effect, rececy effect, idealistic effect, learning effect 5.In improving employee perceptions in the workplace, empathy and even the Johari window model must be taken into account? T or F