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What Is Perception, and Why Is It Important?: - People's Behavior Is

Perception is the process by which individuals organize and interpret sensory impressions to understand their environment. People's behavior is based on their perceptions rather than objective reality. Perception can be influenced by factors like attribution theory, which examines how people make judgments about others based on whether behaviors are internally or externally caused. Common errors in perception include the fundamental attribution error of underestimating external influences and the self-serving bias of taking credit for successes but blaming failures on outside factors.

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Deepak Dogra
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45 views16 pages

What Is Perception, and Why Is It Important?: - People's Behavior Is

Perception is the process by which individuals organize and interpret sensory impressions to understand their environment. People's behavior is based on their perceptions rather than objective reality. Perception can be influenced by factors like attribution theory, which examines how people make judgments about others based on whether behaviors are internally or externally caused. Common errors in perception include the fundamental attribution error of underestimating external influences and the self-serving bias of taking credit for successes but blaming failures on outside factors.

Uploaded by

Deepak Dogra
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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What Is Perception, and Why Is It Important?

Perception A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.

Peoples behavior is based on their perception of what reality is, not on reality itself. The world as it is perceived is the world that is behaviorally important.

Factors That Influence Perception

Person Perception: Making Judgments About Others


Attribution Theory

When individuals observe behavior, they attempt to determine whether it is internally or externally caused.

Distinctiveness: shows different behaviors in different situations.


Consensus: response is the same as others to same situation. Consistency: responds in the same way over time.

Attribution Theory

Errors and Biases in Attributions


Fundamental Attribution Error The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.

Errors and Biases in Attributions (contd)


Self-Serving Bias The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.

Frequently Used Shortcuts in Judging Others


Selective Perception People selectively interpret what they see on the basis of their interests, background, experience, and attitudes.

Frequently Used Shortcuts in Judging Others


Halo Effect Drawing a general impression about an individual on the basis of a single characteristic

Contrast Effects Evaluation of a persons characteristics that are affected by comparisons with other people recently encountered who rank higher or lower on the same characteristics.

Frequently Used Shortcuts in Judging Others


Stereotyping
Judging someone on the basis of ones perception of the group to which that person belongs.

The Link Between Perceptions and Individual Decision Making


Problem A perceived discrepancy between the current state of affairs and a desired state. Decisions Choices made from among alternatives developed from data perceived as relevant.

Perception of the decision maker

Outcomes

Assumptions of the Rational Decision-Making Model


Rational DecisionMaking Model Describes how individuals should behave in order to maximize some outcome.

Model Assumptions
Problem clarity Known options Clear preferences Constant preferences No time or cost constraints Maximum payoff

Steps in the Rational Decision-Making Model


1. Define the problem. 2. Identify the decision criteria. 3. Allocate weights to the criteria. 4. Develop the alternatives.

5. Evaluate the alternatives.


6. Select the best alternative.

E X H I B I T 53

The Three Components of Creativity


Creativity The ability to produce novel and useful ideas. Three-Component Model of Creativity Proposition that individual creativity requires expertise, creative-thinking skills, and intrinsic task motivation.

How Are Decisions Actually Made in Organizations


Bounded Rationality Individuals make decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity.

Common Biases and Errors


Overconfidence Bias
Believing too much in our own decision competencies.

Anchoring Bias
Fixating on early, first received information.

Confirmation Bias
Using only the facts that support our decision.

Availability Bias
Using information that is most readily at hand.

Common Biases and Errors


Escalation of Commitment
Increasing commitment to a previous decision in spite of negative information.

Randomness Error
Trying to create meaning out of random events by falling prey to a false sense of control or superstitions.

Hindsight Bias
Falsely believing to have accurately predicted the outcome of an event, after that outcome is actually known.

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