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Perception, Values and Perception, Values and Self-Awareness (1) Self-Awareness (1)
Session 3Session 3
YOUR interpretation of “reality”
after information/stimuli is…
What is Perception?What is Perception?
•F iltered out• S elected• O rganized• Defined ….using YOUR existing…
What is Perception?What is Perception?
•K nowledge•N eeds•Beliefs•V alues•A ssumptions•Attitudes.
What is Perception?What is Perception?
1.Simplify information for processing
2. D ecrease distress/ discomfortfrom particular stimuli.
Purpose of Purpose of Perception ProcessPerception Process
The Perceptual The Perceptual ProcessProcess
Environmental Stimuli
Feeling Hearing Smelling TastingSeeing
From “Self Awareness” by McShane & Von Glinow, Organizational Behavior
The Perceptual The Perceptual ProcessProcess
Environmental Stimuli
Feeling Hearing Smelling TastingSeeing
Selective Attention
From “Self Awareness” by McShane & Von Glinow, Organizational Behavior
The Perceptual The Perceptual ProcessProcess
Environmental Stimuli
Feeling Hearing Smelling TastingSeeing
Selective Attention
Perceptual Organization
From “Self Awareness” by McShane & Von Glinow, Organizational Behavior
The Perceptual The Perceptual ProcessProcess
Environmental Stimuli
Feeling Hearing Smelling TastingSeeing
Selective Attention
Perceptual Organization
Emotions and Behavior
From “Self Awareness” by McShane & Von Glinow, Organizational Behavior
The Perceptual The Perceptual ProcessProcess
Environmental Stimuli
Feeling Hearing Smelling TastingSeeing
Selective Attention
Perceptual Organization
Emotions and Behavior
Individual’s Values
and Beliefs
From “Self Awareness” by McShane & Von Glinow, Organizational Behavior
Perceptual Blocks: Perceptual Blocks: Mental ModelsMental Models
►Deletion (selective perception)Deletion (selective perception)►Construction (creative Construction (creative
perception)perception)►Distortion Distortion ►GeneralizationGeneralization
Steps to …Steps to … Minimize Perceptual Minimize Perceptual PitfallsPitfalls► Heighten self-awarenessHeighten self-awareness► Reflect on reactionsReflect on reactions► Listen activelyListen actively► Practice empathyPractice empathy► Check assumptionsCheck assumptions► Acknowledge and accept differences Acknowledge and accept differences ► Delay judgmentsDelay judgments
Perceptual Blocks and Perceptual Blocks and Self-AwarenessSelf-Awareness
Q:Q: Why is self-awareness important? Why is self-awareness important?
A: Understanding WHO you are and A: Understanding WHO you are and
WHAT you feel are the first WHAT you feel are the first
steps towards…steps towards…
Perceptual Blocks and Perceptual Blocks and Self-Awareness Self-Awareness
► Correcting your weaknesses and Correcting your weaknesses and
enhancing your strengths. enhancing your strengths. ► Sending intended messages Sending intended messages
more more
accurately.accurately.► Understanding others better.Understanding others better.
Open Blind
Hidden Unknown
Un
kn
ow
n
to O
thers
Kn
ow
n t
o
Oth
ers
Named after creators Joseph Luft and Harry Ingham
Get FeedbackD
iscl
ose
Known to Self Unknown to Self
Johari Window Johari Window
Un
know
n
to O
ther
sK
now
n to
O
ther
s
Named after creators Joseph Luft and Harry Ingham
Get FeedbackD
iscl
ose
Known to Self Unknown to Self
Open Blind
Hidden Unknown
Johari WindowJohari Window
Guidelines for Meaningful Guidelines for Meaningful DisclosureDisclosure
Be cautious!
Don’t reveal too much, too fast, too soon!
(Look at handout for details)
The Ladder of InferenceThe Ladder of InferenceAction
Conclusions & Assumptions
Added Cultural &Personal Meaning
SelectedData
ObservableData
From The Fifth Discipline Fieldbook, by Peter Senge et al, Doubleday 1994
Ladder of Inference #1Ladder of Inference #1
Ladder of Inference Ladder of Inference #2#2
Action
Conclusions & Assumptions
Added Cultural &Personal Meaning
SelectedData
ObservableData
I talked to Manager about my ideas.
Boss heard about my conversation with Manager. Now he’s worried about his job.
Boss feels threatened. Maybe that’s why he never takes action.
Boss is scared of me. He gave my subordinate a raise without consulting me to undermine me.
I quit!
Ladder of Inference: The Ladder of Inference: The BossBoss
Step 7 Take action based on these Step 7 Take action based on these
beliefs beliefs
Step 6 Adapt your beliefs about the world Step 6 Adapt your beliefs about the world
STEP 5 Make conclusions based on STEP 5 Make conclusions based on
assumptions assumptions
STEP 4 Make assumptions based on STEP 4 Make assumptions based on added meanings added meanings
STEP 3 Add meanings to “data” (cultural STEP 3 Add meanings to “data” (cultural
and personal)and personal)
STEP 2 Select some “data” from what was STEP 2 Select some “data” from what was
observedobserved
STEP 1 Observe “data” and experiencesSTEP 1 Observe “data” and experiences