Ch 3: Perceiving Ourselves And Others In Organizations

Front 1

SELF- CONCEPT

Back 1

An individual's self-beliefs and self-evaluations

Front 2

DIMENSIONS OF SELF-CONCEPT

Back 2

1. Complexity

2. Consistency

3. Clarity

Front 3

COMPLEXITY

Back 3

The number of distinct and important roles or identities that people perceive about themselves, and the degree of separation of those selves

Front 4

LOW COMPLEXITY

Back 4

When the individual's important identities are all highly interconnected; e.g. all work related

Front 5

HIGH CONSISTENCY

Back 5

When most of their self-perceived roles require similar personality traits, values, and other attributes

Front 6

LOW CONSISTENCY

Back 6

When some self-perceptions require personal characteristics that conflict with characteristics required for other aspects of self

Front 7

CLARITY

Back 7

The degree to which you have a clear, confidently defined, and stable self-concept

Front 8

4 PROCESSES THAT SHAPE SELF-CONCEPT;

THE FOUR ''SELVES"

Back 8

Used to develop the 3 C's

1. Self-Enhancement

2. Self-Varification

3. Self-Evaluation

4. Social Self

Front 9

SELF-ENHANCEMENT

Back 9

Promoting and protecting our positive self-view; competent, attractive, lucky, ethical, important

Front 10

SELF-VERIFICATION

Back 10

Motivation to verify/maintain our self-concept; this stabilizes our S-C.

Front 11

SELF-EVALUATION

Back 11

Defined by 3 elements:

1. Self-esteem

2. Self-efficacy

3. Locus of control

Front 12

SELF-ESTEEM

Back 12

The extent to which people like, respect, and are satisfied with themselves

Front 13

SELF-EFFICACY

Back 13

Refers to a person's belief that he or she has the ability, motivation, and correct role perceptions to successfully complete a task

Front 14

LOCUS OF CONTROL

Back 14

A person's general belief about the amount of control he or she has over personal life events

Front 15

INTERNAL LOCUS OF CONTROL

Back 15

Belief that an individual's personal characteristics mainly influence life's outcomes. People with this belief have a more positive self-evaluation

Front 16

EXTERNAL LOCUS OF CONTROL

Back 16

Belief that events in their life are due mainly to fate, luck, or conditions in the external environment

Front 17

SOCIAL SELF (Social Identity)

Back 17

Defining ourselves in terms of groups to which we belong or have an emotional attachment; we identify with groups that support self-enhancement

Front 18

PERCEPTION (Perceptual process)

Back 18

The process of receiving information (stimuli) about and making sense of the world around us; what do we pay attention to, how do we organize it, and how do we interpret it

Front 19

SELECTIVE ATTENTION

Back 19

Selecting vs. ignoring sensory information; affected by object and perceiver characteristics; emotional markers attached to information; confirmation bias--info contrary to our beliefs is screened out

Front 20

PERCEPTUAL ORGANIZATION/INTERPRETATION

Back 20

1. Categorical thinking

2. Perceptual grouping principles

3. Interpreting incoming information

Front 21

CATEGORICAL THINKING

Back 21

Organizing people and objects into preconceived categories that are stored in our long-term memory; mostly nonconscious process

Front 22

PERCEPTUAL GROUPING PRINCIPLES

Back 22

1. Things are grouped together based on their similarity or proximity to others

2. Based on the need for cognitive closure; filling in the blanks

3. Perceiving trends

Front 23

MENTAL MODELS

Back 23

Visual or relational images in our mind representing the external world; help makes sense of situations, fill in missing pieces, and help predict events

Front 24

PROBLEM WITH MENTAL MODELS

Back 24

May block recognition of new opportunities and perspectives

Front 25

STEREOTYPING

Back 25

Assigning traits to people based on social category membership

Front 26

STEREOTYPING OCCURS BECAUSE:

Back 26

1. Categorical thinking

2. Innate drive to understand and anticipate others' behaviors

3. Enhances our self-concept

Front 27

SOCIAL IDENTITY AND SELF-ENHANCEMENT REINFORCE STEREOTYPING THROUGH:

Back 27

1. Categorization

2. Homogenization

3. Differentiation

Front 28

CATEGORIZATION

Back 28

Categorize people into groups

Front 29

HOMOGENIZATION

Back 29

Assign similar traits within a group; different traits to other groups

Front 30

DIFFERENTIATION PROCESS

Back 30

Assign less favorable attributes to other groups

Front 31

STEREOTYPING PROBLEMS

Back 31

1. Overgeneralizes--doesn't represent everyone in the category

2. Often times we are wrong!

3. Encourages systemic and intentional discrimination

Front 32

ATTRIBUTION PROCESS

Back 32

Deciding whether an observed behavior or event is caused mainly by the person (internal factors) or by the environment (external factors)

Front 33

INTERNAL ATTRIBUTIONS

Back 33

1. High Consistency

2. High Distinctiveness

3. Low Consensus

Front 34

EXTERNAL ATTRIBUTIONS

Back 34

1. Low Consistency

2. Low Distinctiveness

3. High Consensus

Front 35

FUNDAMENTAL ATTRIBUTION ERROR

Back 35

Attributing our own actions to internal and external factors and others' actions to internal factors

Front 36

SELF-SERVING BIAS

Back 36

Attributing our successes to internal factors and our failures to external factors

Front 37

SELF-FULFILLING PROPHECY CYCLE

Back 37

1. Supervisor forms expectations

2. Expectations affect supervisor's behavior

3. Supervisor's behavior affects employee

4. Employee's behavior matches expectations

Front 38

SELF-FULFILLING PROPHECY EFFECT IS STRONGEST...

Back 38

1. At the beginning of the relationship

2. When several people have similar expectations about the person

3. When the employee has low rather than high past achievement

Front 39

PERCEPTUAL EFFECTS

Back 39

1. Halo Effect or Horn Effect

2. False-Consensus Effect

3. Primacy Effect

4. Recency Effect

Front 40

HALO EFFECT

Back 40

One trait affects perception of person's other traits

Front 41

FALSE-CONSENSUS EFFECT

Back 41

Overestimate how many others have similar beliefs or traits like ours; aka "similar to me" effect

Front 42

PRIMACY EFFECT

Back 42

First impressions

Front 43

RECENCY EFFECT

Back 43

Most recent information dominates perceptions

Front 44

STRATEGIES TO IMPROVE PERCEPTIONS

Back 44

1. Awareness of perceptual biases

2. Improving self-awareness--applying Johari Window

3. Meaningful interaction; close, frequent interaction toward a shared goal; equal status; engaged in a meaningful task

Front 45

JOHARI WINDOW

Back 45

Strategy for expanding knowledge about yourself; Open Area, Blind Area, Hidden Area, Unknown Area

Front 46

GLOBAL MINDSET

Back 46

An individual's ability to perceive, appreciate, and empathize with people from other cultures, and to process complex cross-cultural information

Front 47

DEVELOPING A GLOBAL MINDSET

Back 47

1. Self-awareness activities--understand own values, beliefs, attitudes

2. Compare mental models with people from other cultures

3. Cross-cultural training

4. Immersion in other cultures