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Why is perception important?

Why is perception important? . What is objective reality? How do we know what is “real”?.

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Why is perception important?

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  1. Why is perception important? What is objective reality? How do we know what is “real”? We have to make sense out of our environment and our experiences. We behave based on how we perceive the environment. Perception is the process by which a person screens, selects, organizes, and interprets stimuli so they have meaning to the individual. While perception depends upon the senses for raw data, cognitive processes filter and modify this data. © Stanley Harris

  2. The Perceptual Process Step 1. Observation--information about some stimulus is picked up by your senses and sent to your brain Step 2. Perceptual selection--refers to the process by which people filter out most stimuli so that they can deal with more “important” ones. Several personal characteristics affect what you pay attention to: expectations, motives, personality, attitudes, values, beliefs, and PARADIGMS and dominant METAPHORS. Step 3. Perceptual organization--process by which people group stimuli into recognizable patterns based on their PARADIGMS and dominant METAPHORS. © Stanley Harris

  3. Knowledge Structures Our perception of the world around us is largely guided by our structured knowledge about the world and the things and people we encounter in it. These knowledge structures, typically called paradigms (or schemas) and dominant metaphors, help us identify things (categories) and determine what they mean and how we should respond. © Stanley Harris

  4. Paradigms and Metaphors are LENSES that bring experience into focus © Stanley Harris

  5. © Stanley Harris

  6. Paradigms • Paradigm:A mental model of how the world works and what is true and important. A set of rules and regulations. • Paradigm effect:Paradigms filter incoming information and focus our perceptions. • Paradigm flexibility:Consciously challenging the validity of your paradigms and trying to avoid filtering out important information. • Paradigm paralysis:Belief that our paradigms are absolutely correct. • Paradigm shift:A change or major modification of our paradigm about something. © Stanley Harris

  7. The Paradox of Perception © Stanley Harris

  8. Source: WWW.illusionworks.com

  9. Define It • What is an organization? • What is organizational effectiveness? • What is the role of a leader/manager? • What is the role of an employee? © Stanley Harris

  10. Metaphorical Views of Organizations © Stanley Harris Based on the work of Gareth Morgan in “Images of Organization”

  11. The Metaphor Effect If the organization is like a ______, then… • Employees are like… • Managers are like… • The organization’s primary purpose is… • Change is like… © Stanley Harris

  12. The Pygmalion Effect: the self-fulfilling prophecy The expectation of an event can cause it to happen. What are the implications of the Pygmalion Effect for leaders? © Stanley Harris

  13. Many believe that symbolism--what a manager says and does and the signals he or she sends--ultimately does the most to communicate your true values & beliefs. Everything you say (or don’t say) and everything you do (or don’t do) can send a message to others about what you value and believe. Walk the Talk © Stanley Harris

  14. Analytical Problem Solving 1. Define the problem 2. Generate alternative solutions 3. Evaluate & select an alternative 4. Implement & follow-up on the solution W & C, p. 162 © Stanley Harris

  15. Impediments to Creative Problem Solving Conceptual Blocks © Stanley Harris

  16. Conceptual Blocks • Constancy--being wedded to one way of looking at a problem • vertical thinking: define the problem in a single way • single-thinking language (mostly verbal) • Commitment • Stereotyping • Ignoring Commonalities © Stanley Harris

  17. Conceptual Blocks • Compression: looking at a problem too narrowly • artificial constraints • separating figure from ground • Complacency • Noninquisitiveness • Bias against thinking © Stanley Harris

  18. Creative Problem Solving 1. Preparation Stage 2. Incubation Stage 3. Illumination Stage 4. Verification Stage W & C, p. 179 © Stanley Harris

  19. Conceptual Blockbusting Improving Problem Definition • Make the strange familiar & the familiar strange • personal, direct, symbolic, & fantasy analogies • Elaborate on the definition • Is there anything else? Is the reverse true? Is this a symptom of a more general problem? Who sees it differently? • Reverse the definition © Stanley Harris

  20. Conceptual Blockbusting Ways to Generate More Alternatives • Defer Judgement (brainstorming) • Expand Current Alternatives (e.g., subdivision) • Combine Unrelated Attributes © Stanley Harris

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