Perception and Learning in Organizations

1. Perception and Learning in Organizations

2. VIA Rail CEO, Paul Cot� VIA Rail CEO Paul Cot� keeps his perceptions in focus by wandering around the maintenance centre and hopping on the trains to meet staff and customers.

3. Perceptual Process Model

4. Selective Attention Characteristics of the object size, intensity, motion, repetition, novelty Perceptual context Characteristics of the perceiver attitudes perceptual defense expectations -- condition us to expect events

5. Perceptual Organization/Interpretation Categorical thinking Mostly unconscious process of organizing people and things Perceptual grouping principles Closure -- filling in missing pieces Identifying trends Similarity or proximity Mental models Broad world-views or �theories-in-use� Help us to quickly make sense of situations May block recognition of new opportunities/perspectives

6. Social Identity Theory

7. Social Identity Theory Features Categorization process compare characteristics of our groups with other groups Homogenization process similar traits within a group; different traits across groups Differentiation process develop less favourable images of people in groups other than our own

8. Social Identity & Gender in Engineering Women are underrepresented in engineering partly because: Social identity --�geek� stereotype of engineers and computer scientists doesn�t fit the self-images that most women want for themselves. Sex role stereotyping -- women are not encouraged to become engineers because the profession has a male stereotype Prejudice -- Still some bias against female engineering students

9. Stereotyping Process of assigning traits to people based on their membership in a social category Categorical thinking Strong need to understand and anticipate others� behaviour Enhances our self-perception and social identity

10. Minimizing Stereotyping Biases Diversity awareness training Educate employees about the benefits of diversity and dispel myths Meaningful interaction Contact hypothesis Decision-making accountability Making people accountable for their decisions motivates them to consider objective info rather than stereotypes

11. Attribution Process Internal Attribution Perception that person�s behaviour is due to motivation/ability rather than situation or fate External Attribution Perception that behaviour is due to situation or fate rather than the person

12. Rules of Attribution

13. Attribution Errors Fundamental Attribution Error attributing own actions to external factors and other�s actions to internal factors Self-Serving Bias attributing our successes to internal factors and our failures to external factors

14. Self-Fulfilling Prophecy Cycle

15. Self-Fulfilling Prophecy Contingencies Self-fulfilling prophecy effect is strongest At the beginning of the relationship (e.g., employee joins the team) When several people have similar expectations about the person When the employee has low rather than high past achievement

16. Other Perceptual Errors Primacy first impressions Recency most recent information dominates perceptions Halo one trait forms a general impression Projection believe other people do the same things or have the same attitudes as you

17. Improving Perceptions Empathy Sensitivity to the feelings, thoughts, and situation of others Cognitive and emotional component Self-awareness Awareness of your values, beliefs and prejudices Applying Johari Window

18. Know Yourself (Johari Window)

19. Definition of Learning A relatively permanent change in behaviour (or behaviour tendency) that occurs as a result of a person�s interaction with the environment

20. Learning and Behaviour Learning affected behaviour through three MARS model elements: Ability -- learning increases skills and knowledge Role perceptions -- learning clarifies roles and priorities Motivation -- learning is necessary for some need fulfillment

21. Behaviour Modification We �operate� on the environment alter behaviour to maximize positive and minimize adverse consequences Learning is viewed as completely dependent on the environment Human thoughts are viewed as unimportant

22. A-B-Cs of Behaviour Modification

23. Contingencies of Reinforcement

24. Schedules of Reinforcement

25. Behaviour Modification in Practice Behaviour modification is used in: every day life to influence behaviour of others company programs to reduce absenteeism, improve safety, etc. Behaviour modification problems include: Reward inflation Ethical concern that variable ratio schedule is a lottery Behaviourist philosophy vs. learning through mental processes

26. Social Learning Theory Behavioural modelling Observing and modelling behaviour of others Learning behaviour consequences Observing consequences that others experience Self-reinforcement Reinforcing our own behaviour with consequences within our control

27. Experiential Learning in Toronto Physicians Jonathan Sherbino and Ivy Chong (bottom right) prepare to amputate the leg of Wesley Bagshaw who is pinned by a fallen beam in this collapsed building. Fortunately, this incident is a mock disaster to help train Toronto�s Heavy Urban Search And Rescue (HUSAR) team.

28. Kolb�s Experiential Learning Model

29. Developing a Learning Orientation Value the generation of new knowledge Reward experimentation Recognize mistakes as part of learning Encourage employees to take reasonable risks

30. Action Learning Experiential learning in which employees, usually in teams, investigate and apply solutions to a situation that is both real and complex, with immediate relevance to the company Concrete experience Learning meetings Team conceptualizes and applies a solution to a problem

31. Perception and Learning in Organizations