Chapter 9
Perception
and
Attribution
Objectives
Define perception and explain the
perceptual process
Identify the sources of misinterpretation
in cross-cultural interactions
Understand both the benefits and the
drawbacks of the perceptual process
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -1
…Objectives
Recognize common perceptual errors
Describe the Johari window
Explain attribution theory
Understand the relevance of perception
and attribution for managers
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -2
Can You Understand This?
Subject: The paomnnehil pweor of the hmuan
mnid. Aoccdrnig to rscheearch at Cmabrigde
Uinervtisy, it deosn't mttaer in waht oredr the ltteers
in a wrod are, the olny iprmoetnt tihng is taht the
frist and lsat ltteer be at the rghit pclae. The rset
can be a taotl mses and you can sitll raed it wouthit
porbelm. Tihs is bcuseae the huamn mnid deos not
raed ervey lteter by istlef, but the wrod as a
wlohe.
Amzanig, huh?
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -3
Perception - Defined
Perception is the process by which we
select,
organize, and
evaluate
the stimuli in our
environment to make
it meaningful for ourselves
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -4
Selective Attention
Perceived Stimuli
Unnoticed Stimuli
(Selective attention)
Salience
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -5
Factors that Affect
What We Perceive
Internal
Motives
Values
Interests
Attitudes
Past experiences
Expectations
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
External
Motion
Intensity
Size
Novelty
Salience
9 -6
Patterns that Help Us
Organize Stimuli
Opposites – “pros and cons”
Cause-and-effect relationships – “If
the clients asked lots of questions,
that means I’ll make the sale”
Schemas – “my view of what a boss
does”
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -7
Schemas - Defined
Schemas are mental maps of different
concepts, events, or types of stimuli that
contain both the attributes of the concept
and the relationship among the attributes
Once established, they
determine what stimuli
we attend to and remember
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -8
Social Identity Theory Defined
Based on the belief that people tend:
 to perceive themselves and others in terms of social
categories rather than as individuals (social
categorization)
 to assess the relative worth of groups as well as
individuals by comparing them (social comparison)
 to perceive and respond to the world not as detached
observers but in terms of their identity, which depends
on the social groups to which they belong (social
identification)
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -9
Stereotyping - Defined
Stereotyping occurs when we attribute
behavior or attitudes to a person on the
basis of the group or category to which the
person belongs
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -10
When Is Stereotyping
Helpful?
Consciously held
Descriptive
Accurate
The “first best guess” about a group/person
Modified after further experience and
observation
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -11
Drawbacks of Perception
Prevents us from taking in everything we
should
Makes our interpretations questionable
Promotes stereotypes
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -12
Benefits of Perception
The process of perception limits, selects
and organizes stimuli that would
otherwise overwhelm us
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -13
Perceptual Distortions
to Avoid
 Stereotyping
 The halo effect
 Primacy and recency effects
 Central tendency
 Contrast effects
 Projection
 Self-fulfilling perceptual defenses
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -14
Johari Window
Known
to others
Unknown
to others
Known to self
Unknown to self
Arena
Blindspot
Façade
Unknown
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -15
Sources of Cross-Cultural
Misinterpretation
Subconscious cultural blinders
Lack of cultural self-awareness
Projected similarity
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -16
D.I.E. Model
Teaches people to distinguish among
description, interpretation, and evaluation of
cultural behavior
 Description: observed fact
 Interpretation: inferences
 Evaluation: judgments/feelings
Description is the safest way to avoid errors and
misattributions
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -17
Attribution Theory - Defined
According to attribution theory, when
people observe behavior, they attempt to
determine whether it is internally or
externally caused
People look for information about
consensus, consistency, and
distinctiveness to decide on causation
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -18
…Attribution Theory
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -19
Self-Serving Bias Defined
Self-serving bias is the tendency for
people to attribute their successes to
internal factors while blaming external
factors for their failures
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -20
Fundamental Attribution Error Defined
Fundamental attribution error is the
tendency to underestimate the influence of
external factors and overestimate the
influence of internal factors when making
judgments about the behavior of others
Organizational Behavior: An Experiential Approach 8/E
Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
9 -21