Chapter 7

1. Chapter 7 Perception & Attribution

2. Perception • Cognitive process by which we interpret and understand our surroundings • Social perception – how we make sense of ourselves and others

3. Perception: An Information Processing Model Stage 2 Encoding and Simplification Stage 4 Retrieval and Response Stage 1 Selective Attention/Comprehension Stage 3 Storage and Retention A B C D E F • Competing environmental stimuli • People • Events • Objects A C F Memory C Interpretation and categorization Judgments and decisions 7-3

4. Stage I: Selective Attention/Comprehension • World is full of too much stimuli • No one can pay attention to it all • So, we select certain things to pay attention to and ignore the rest • Salient Stimuli – different, novel, noticeable • Tendency to pay more attention to negative stimuli

5. Stage II: Encoding & Simplification • Raw sensory stimulus can’t be kept in memory • We have to encode it • Schema – mental picture or summary • Kept in an orderly fashion in your head • Connect new information to what you already know

6. Why Individual Perceptions Differ • Your previous experiences have influenced the schemata that you’ve developed • Moods and emotions influence what we pay attention to and how we encode it • Recent cognitions influence your encoding • Individuals differences account for differences in encoding

7. Stage III: Storage & Retention • Long term memory consists of related categories of thoughts • Event Memory • Script • Semantic Memory • Person Memory

8. Stage IV: Retrieval & Response • Use information processed through perception to make decisions • Hiring decisions • Implicit cognition • Performance Appraisal • Leadership • Communication • Counterproductive work behaviors

9. 7-9

10. Perceptual Errors 7-10

11. Stereotypes • An individual’s beliefs about the attributes of a group • Help us deal with having too much information to process • Can lead to poor decisions • Influenced by the amount of info. available & motivation to accurately process info. • Gender, age, race/ethnic, disability

12. Self-fulfilling Prophecy • Pygmalion Effect • Someone’s high expectations for another person result in high performance • Galatea Effect • An individual’s high self-expectations lead to high performance • Golem Effect • Loss in performance due to low leader expectations

13. 5 1 Leadership 6 2 Motivation Subordinate self- expectancy 3 A Model of the Self-Fulfilling Prophecy Supervisor expectancy Performance 4 7-13

14. Causal Attributions • People attempt to infer causes of observed behavior • Tend to be self serving & invalid • Behavior can be attributed to internal (something about the person) or external factors (something about the environment)

15. Causal Attributions cont’d • Internal/external attributions are based on: • Consensus – comparison of an individual’s behavior with peers • Distinctiveness – comparison of an individual’s performance on one task vs. other tasks • Consistency – comparison of an individual’s performance on a task and previous performance on that task

16. Attribution errors • Fundamental attribution bias – tendency to attribute other’s behavior to internal factors • Self serving bias • Success – internal • Failure – external