Learning-Model Instrument Exercise Learning Style - Occupation I – Thinking Planner: Philosopher, CEO, Economics, Finance II – Feeling Planner: Poet, Journalist, Marketing, Sales, Lower & Middle Management III – Task Implementer: Architect, Engineer, Accounting, Finance IV – Participative Implementer: Personnel Counselor, HR, Psychologist, Lower Management

The Perception Process Observing “data” via the senses Screening the “data” and selecting what to process Organizing the selected “data” into patterns for interpretation and response

Perceptual Selection l Selectivity (perceiving only part of envir. or some parts more than others; i.e., Attention differences) »External Factors (i.e., currently in physical envir.) –Novelty, Complexity, Size, Nearness, Motion »Internal Factors –Experience, Motivation, Attitudes

Closure Adding to your Perception to facilitate meaningful interpretation. Adding to your Perception to facilitate meaningful interpretation. »Stereotyping »Halo Effects »Projection

Social Perception Problems l Selective Perception »More likely to notice stimuli which are consistent with our values and beliefs l Closure »Assume that what we don’t know is consistent with what we do know

Attributions Attributions l Perceived causes of behavior l Major concern: whether caused by internal or external factors (Personality or Environment?)

Kelley’s Attribution Theory Basic Premise: Basic Premise: A ttributions are based on our judgment of the consensus, consistency, and distinctiveness of the observed behavior. Consensus - High consensus indicates an individual behaves like his/her peers.Consensus - High consensus indicates an individual behaves like his/her peers. Consistency -High consistency implies that a person performs a certain task the same way repeatedly.Consistency -High consistency implies that a person performs a certain task the same way repeatedly. DistinctivenessDistinctiveness - Highly distinctive behavior is where the current behavior is significantly different from typical behavior on other tasks.

Internal Attributions are made when: Internal Attributions are made when: l Consensus is Low »No one else does it l Consistency is High »This person behaved this way before in this same situation l Distinctiveness is Low »This behavior is similar to this actor’s behaviors in other situations (External Attributions made under opposite circumstances)

Internal Attribution - Example John has received similar complaints in a past job (low distinctiveness). There are no complaints about other employees (low consensus). Customer has complained about John. Internal Attribution: John’s behavior stems mainly from INTERNAL causes. John is responsible for his own poor performance. Complaints about John in this job have been coming in steadily (high consistency).

External Attribution - Example Mary performs other tasks well (high distinctiveness). Other employees are performing poorly on collections (high consensus). Mary has recently performed poorly on collections. External Attribution: Mary’s behavior stems mainly from EXTERNAL causes. It’s not Mary’s fault. Previously Mary handled collections well (low consistency).

Common Attributional Errors l Fundamental Attribution Error »We perceive others’ behaviors as more Internally caused than they are l Self-Serving Bias »We perceive our own: –Success as Internal –Failure as External