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ENM/MSC 582 SWEENEY 1

ROBBINS CHAPTERROBBINS CHAPTER--55

DR. PATRICK J. SWEENEYDR. PATRICK J. SWEENEY

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Perception and Decision MakingPerception and Decision Making

PERCEPTION IS REALITYPERCEPTION IS REALITY

Perception controls the behavioral worldPerception controls the behavioral world

The perceiverThe perceiverthe devious think others arethe devious think others aredeviousdevious:: understand the perceiverunderstand the perceiver:: most will seemost will seewhat they wish to seewhat they wish to see

The targetconsider the backgroundThe targetconsider the background

The situationout of place draws attentionThe situationout of place draws attention

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The PerceiverThe Perceiver Get into his/her headGet into his/her head

Understand his/her background, values, etc.Understand his/her background, values, etc.

Devious will consider you deviousDevious will consider you devious

The TargetThe Target

You will see what you expectYou will see what you expect**

BackgroundBackground Motorcycles, with lights oninvisible.Motorcycles, with lights oninvisible.

The Situationis it out of place?The Situationis it out of place?

Fig.Fig. 55--11


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The PerceiverThe Perceiver Get into his/her headGet into his/her head

Understand his/her background, values, etc.Understand his/her background, values, etc.

Devious will consider you deviousDevious will consider you devious

The TargetThe Target

You will see what you expectYou will see what you expect**

BackgroundBackground Motorcycles, with lights oninvisible.Motorcycles, with lights oninvisible.

The Situationis it out of place?The Situationis it out of place?

Perception Fig.Perception Fig. 55--33


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JUDGING OTHERSJUDGING OTHERS

Attribution Theory, Fig.Attribution Theory, Fig. 55--33

Internal/external (applies to the following)Internal/external (applies to the following)Distinctivenesssituational (lazy/ambitious)Distinctivenesssituational (lazy/ambitious)Consensuseveryone does itConsensuseveryone does it

Consistencydoes it every timeConsistencydoes it every time

Fundamental attribution erroroverestimatingFundamental attribution erroroverestimatinginternal factorsinternal factors

SelfSelf--serving serving good is to our creditgood is to our credit andand bad isbad istheir faulttheir fault


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ShortcutsShortcuts

Selective perceptionseeing what we want to see,Selective perceptionseeing what we want to see,hi visible characteristics, biases (sales/engr/mgt)hi visible characteristics, biases (sales/engr/mgt)

Halo effectHalo effectsingle characteristic judgmentsingle characteristic judgment

Contrastbased on those aroundContrastbased on those around

Projectionthey are all just like meProjectionthey are all just like meStereotypingbased on group (race, ball players)Stereotypingbased on group (race, ball players)


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Corporate applicationsCorporate applications

Employment interviewwe dont do too well, theEmployment interviewwe dont do too well, theFIRST 5 MINUTESFIRST 5 MINUTEScritical, critical, criticalcritical, critical, critical

Performance expectationsselfPerformance expectationsself--fulfilling, we get whatfulfilling, we get whatwe expectwe expect

Performance evaluationsperception of specificPerformance evaluationsperception of specificcharacteristics rulescharacteristics rules

Employee effortmay be most importantEmployee effortmay be most important

Employee loyaltycritical,Employee loyaltycritical, you must be loyalyou must be loyal


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PERCEPTION AND DECISION MAKINGPERCEPTION AND DECISION MAKINGPerception rulesPerception rules

Libyan airliner & Israeli generalLibyan airliner & Israeli general**

Rational decision makingscientificRational decision makingscientific Creative decision making, Fig.Creative decision making, Fig. 55--55

Experience, motivation, creative skillsExperience, motivation, creative skills**

Real decision makingReal decision makingFire captain arriving at a fireFire captain arriving at a fire

Fighter pilots in air to air combatFighter pilots in air to air combat

Your decisionsYour decisions


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REAL DECISION MAKINGREAL DECISION MAKINGExperts do much better than novicesExperts do much better than novices !!!!!!!!!!

Bounded rationalityBounded rationality

IntuitionIntuition

Problem identificationProblem identification

Alternative developmentAlternative development

Making choicesMaking choices --

Available heuristicAvailable heuristic

Representative heuristicRepresentative heuristic

Escalation of commitmentEscalation of commitment


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MAKING JUDGMENTS OF OTHERSMAKING JUDGMENTS OF OTHERS

Attribution theoryAttribution theory

Internal and external controlInternal and external control

Distinctivenessdifferent from time to timeDistinctivenessdifferent from time to time

Consistency over timeConsistency over time

ShortcutsShortcuts


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LOOKING AT THE ETHICSLOOKING AT THE ETHICS

UtilitarianismUtilitarianismRightsRights

JusticeJustice

If it doesnt seem right, it probably isnt dont doIf it doesnt seem right, it probably isnt dont do

it, rethink it and fix it.it, rethink it and fix it.


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HOW CAN YOU IMPROVE YOUR PERCEPTIONSHOW CAN YOU IMPROVE YOUR PERCEPTIONS

Of others?

Of others?

Of others perceptionsOf others perceptions of youof you??

HOW CAN YOU IMPROVE YOUR DECISIONHOW CAN YOU IMPROVE YOUR DECISION

MAKING?MAKING?


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NotesNotes

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