Description
This organisational behaviour ppt discusses types of team, interpersonal perceptions, selective attention, social identity theory, stereotyping, attribution, perceptual errors
Introduction to Team issues /Processes Understanding interpersonal perception Understanding interpersonal communication Understanding Team roles &systems Understanding Team conflicts
Understanding problem solving in Teams ( Two sessions)
Sum up of learning on Team dynamics Group case presentations – 6 per session 10 mts each (16th session) Group case presentations – 6 per session 10 mts each (17th session)
Perception is the process of receiving information about and making sense of the world around us.
Selective Attention is the process of filtering information received by our senses.
Selective Attention
• Characteristics of the object – size, intensity, motion, repetition, novelty • Perceptual context • Characteristics of the perceiver – attitudes – perceptual defense – expectations - condition us to expect events
Social Identity Theory
As an Employee Employees at other firms People living in other countries Graduates from other schools
An Individual’s As part of a place Social Identity
As a Graduate….
Discriminations based on gender, regional bias etc begin from this…… Favouritism, groupism etc start because of this……
Stereotyping
• Process of assigning traits to people based on their membership in a social category
– Categorical thinking – Strong need to understand and anticipate others’ behavior – Enhances our self-perception and social identity
We get into this because we cannot have all the data on the person whom we need to understand in the context…….. Senior VS junior conflicts….Are they due to assumptions held on both sides?
Minimizing Stereotyping Biases
• Diversity awareness training – Educate employees about the benefits of diversity and dispel myths • Meaningful interaction – Contact hypothesis • Decision-making accountability – Use objective criteria in decision-making
Is Fester biased as a person ? Is there any bias of knowlton in the perception of Fester?
Attribution Process
• Internal Attribution – Perception that outcomes are due to motivation/ability rather than situation or fate • External Attribution – Perception that outcomes are due to situation or fate rather than the person
Is Fester deliberately trying to annoy others? Is his behaviour intentional?
Rules of Attribution
Internal Attribution
Frequently
Frequently
Seldom
Consistency
Seldom
Distinctiveness
Seldom
Consensus
Frequently
External Attribution
Attribution Errors
• Fundamental Attribution Error – attributing own actions to external factors and other’s actions to internal factors • Self-Serving Bias – attributing our successes to internal factors and our failures to external factors
Do team leaders have a self-serving bias? If the outcome is good, they claim credit, if the outcome is bad, they blame the team members….
Self-Fulfilling Prophecy Cycle
Supervisor forms expectations
Employee’s behavior matches expectations
Expectations affect supervisor’s behavior
Supervisor’s behavior affects employee
Other Perceptual Errors
• Primacy – first impressions • Recency – most recent information dominates perceptions • Halo – one trait forms a general impression • Projection – believe other people do the same things or have the same attitudes as you
Number of impressions = Perception
Number of events of perception = Assessment
Improving Perceptions
• Empathy
– Sensitivity to the feelings, thoughts, and situation of others – Cognitive and emotional component
• Self-awareness
– Awareness of your values, beliefs and prejudices – Applying Johari Window
Know Yourself (Johari Window)
Feedback Known to Self Known to Others Disclosure Unknown to Self
Open Area Open Area
Blind Area Blind Area
Hidden Area Hidden
Unknown to Others
Area
Unknown Unknown Area Area
Data
Behavioural data Direct data
Inferred data Indirect data
From the Observation of the person person’s behaviour in himself/her the context ensures highest validity self
The persons impression may be biased/ intentionally projected; needs to be validated
From others
Response behaviours in their interactions with the person ; other’s impressions will have to be validated
Could be opinionated; needs to be validated
doc_195467083.ppt
This organisational behaviour ppt discusses types of team, interpersonal perceptions, selective attention, social identity theory, stereotyping, attribution, perceptual errors
Introduction to Team issues /Processes Understanding interpersonal perception Understanding interpersonal communication Understanding Team roles &systems Understanding Team conflicts
Understanding problem solving in Teams ( Two sessions)
Sum up of learning on Team dynamics Group case presentations – 6 per session 10 mts each (16th session) Group case presentations – 6 per session 10 mts each (17th session)
Perception is the process of receiving information about and making sense of the world around us.
Selective Attention is the process of filtering information received by our senses.
Selective Attention
• Characteristics of the object – size, intensity, motion, repetition, novelty • Perceptual context • Characteristics of the perceiver – attitudes – perceptual defense – expectations - condition us to expect events
Social Identity Theory
As an Employee Employees at other firms People living in other countries Graduates from other schools
An Individual’s As part of a place Social Identity
As a Graduate….
Discriminations based on gender, regional bias etc begin from this…… Favouritism, groupism etc start because of this……
Stereotyping
• Process of assigning traits to people based on their membership in a social category
– Categorical thinking – Strong need to understand and anticipate others’ behavior – Enhances our self-perception and social identity
We get into this because we cannot have all the data on the person whom we need to understand in the context…….. Senior VS junior conflicts….Are they due to assumptions held on both sides?
Minimizing Stereotyping Biases
• Diversity awareness training – Educate employees about the benefits of diversity and dispel myths • Meaningful interaction – Contact hypothesis • Decision-making accountability – Use objective criteria in decision-making
Is Fester biased as a person ? Is there any bias of knowlton in the perception of Fester?
Attribution Process
• Internal Attribution – Perception that outcomes are due to motivation/ability rather than situation or fate • External Attribution – Perception that outcomes are due to situation or fate rather than the person
Is Fester deliberately trying to annoy others? Is his behaviour intentional?
Rules of Attribution
Internal Attribution
Frequently
Frequently
Seldom
Consistency
Seldom
Distinctiveness
Seldom
Consensus
Frequently
External Attribution
Attribution Errors
• Fundamental Attribution Error – attributing own actions to external factors and other’s actions to internal factors • Self-Serving Bias – attributing our successes to internal factors and our failures to external factors
Do team leaders have a self-serving bias? If the outcome is good, they claim credit, if the outcome is bad, they blame the team members….
Self-Fulfilling Prophecy Cycle
Supervisor forms expectations
Employee’s behavior matches expectations
Expectations affect supervisor’s behavior
Supervisor’s behavior affects employee
Other Perceptual Errors
• Primacy – first impressions • Recency – most recent information dominates perceptions • Halo – one trait forms a general impression • Projection – believe other people do the same things or have the same attitudes as you
Number of impressions = Perception
Number of events of perception = Assessment
Improving Perceptions
• Empathy
– Sensitivity to the feelings, thoughts, and situation of others – Cognitive and emotional component
• Self-awareness
– Awareness of your values, beliefs and prejudices – Applying Johari Window
Know Yourself (Johari Window)
Feedback Known to Self Known to Others Disclosure Unknown to Self
Open Area Open Area
Blind Area Blind Area
Hidden Area Hidden
Unknown to Others
Area
Unknown Unknown Area Area
Data
Behavioural data Direct data
Inferred data Indirect data
From the Observation of the person person’s behaviour in himself/her the context ensures highest validity self
The persons impression may be biased/ intentionally projected; needs to be validated
From others
Response behaviours in their interactions with the person ; other’s impressions will have to be validated
Could be opinionated; needs to be validated
doc_195467083.ppt