PERCEPTION

How many want to be happy?

Tell a person who is very close to you

in life?

I prefer my happiness more than you.

How do you feel?

Uneasy or outright miserable

Husband telling wife: I prefer my happiness

more than you.
Wife: How can you be so selfish?

Now who is really selfish?

Husband: I prefer you more than my

happiness
Wife: I prefer you more than my happiness

Two miserable people living together and

proclaiming to the world long live love

Modern condition of man

Erich Berne

Dont make wave, I am comfortable

We dont want cure, we want to continue to

hold on to our toys, just like children, we
refuse to grow up

We are addicted to miseries

Martin Seligman

Learned Helplessness
Child born Him depressed seeing the child
not responding to sound, his wife being
confident.
Same event different interpretation

First Step

We are conditioned beingsbecoming aware

of our conditionings
What are my life limiting believe system

Father and the drunkard

Step 2

Re learning or reprogramming

Step 3

Developing Optimism

Self talk by patients before operation

Retail centre recording of their weekly meetings

PERCEPTION

What Is Perception?

A process by which individuals organize and interpret their

sensory impressions in order to give meaning to their
environment.

SELECTION AND ORGANISATION OF ENVIRONMENT STIMULI TO

PROVIDE MEANINGFUL EXPERIENCES FOR THE PERCEIVER.

PSYCHOLOGICAL PROCESS WHEREBY PEOPLE TAKE INFORMATION

FROM THE ENVIRONMENT AND MAKE SENSE OF THEIR WORLD.

PERCEPTION

Why Is It Important?

Because peoples behaviour is based on their

perception of what reality is, not on reality itself.
The world that is perceived is the world that is
behaviourally important.

"perhaps mental health rests on selfdeception, and becoming depressed is based

on an impairment of the ability to deceive
oneself."

David Livingstone Smith's

Behavioral Change

Internal Visual Image

Feelings

Behavior

Basic Elements in the Perceptual Process

Environmental Stimuli

Perceptual Selection
External Factors
Size
Intensity
Contrast
Motion
Repetition
Novelty
Familiarity

Internal Factors
Personality
Learning
Motivation

Interpretation
PERCEPTUAL ERRORS
Perceptual defense
Stereotyping
Halo effect
Projection
Expentancy effects
ATTRIBUTIONS
Internal versus external causes
Causes for success and failure

Observation
Taste
Smell
Hearing
Sight
Touch
Perceptual Organisation
Figure ground
Perceptual Grouping
Continuity
Closure
Proximity
Similarity
Response
Covert
Attitudes
Motivations
Feelings
Overt
Behaviour

Perceptual Selection
External Factors
Size
Intensity
Contrast
Motion
Repetition
Novelty
Familiarity

Perceptual Selection
External Factors
Size
Intensity
Contrast
Motion
Repetition
Novelty
Familiarity

INTERNAL FACTORS

Personality
Learning
Motivation

Perceptual Organization
Figure ground
Perceptual Grouping
Continuity
Closure
Proximity
Similarity

Perceptual Organization
Figure ground
Perceptual Grouping
Continuity
Closure
Proximity
Similarity

Interpretation

Perceptual Errors
Similarity error
Contrast error
Over weighting the negative
information
First impression error
Perceptual defense
Stereotyping
Halo effect
Projection
Expectancy effects

Attributions
Internal versus
external causes
Causes for success
and failure

Person perception

It is process by which individuals attribute

characteristics or traits to other people

Factors that influence person

perception
The person perceived
Variety of cues:

The perceiver:

Facial expression
General appearance
Skin color
Posture
Age/gender/voice quality
Personality traits
Behaviours

personality, motivation, learning

The situation:

Impression management
Attempt to manipulate or control the impression
that others form about the person
we all put on show at times by using our non-verbal

communication to create a deliberate impression. The clothes

we choose to wear for an interview or a date, wearing sun
glasses even when it is cloudy as it looks cool, having our
hair cut in a certain style, putting on a telephonic voice,
feigning interest in a boring lecture by our instructor,
behaving nicely when our grand parents come to visit, these
are all ways of managing impressions

CHARACTERISTICS OF THE PERCEIVER

1.
2.

3.

1.

2.

3.

KNOWING ONESELF MAKES IT EASIER TO SEE OTHERS ACCURATELY.

ONES OWN CHARACTERISTICS AFFECT THE CHARACTERISTICS ONE IS
LIKELY TO SEE IN OTHERS.
PEOPLE WHO ACCEPT THEMSELVES ARE MORE LIKELY TO BE ABLE TO
SEE FAVOURABLE ASPECTS OF OTHER PEOPLE.
PERCEIVED
THE STATUS OF THE PERSON PERCEIVED WILL GREATLY INFLUENCE
OTHERS PERCEPTION OF THE PERSON.
THE PERSON BEING PERCEIVED IS USUALLY PLACED INTO
CATEGORIES TO SIMPLIFY THE VIEWERS PERCEPTUAL ACTIVITIES.
TWO COMMON CATEGORIES ARE STATUS AND ROLE.
THE VISIBLE TRAITS OF THE PERSON PERCEIVED WILL GREATLY
INFLUENCE OTHERS PERCEPTION OF THE PERSON.

Person Perception:
Making Judgments About Others

Attribution Theory

Fundamental Attribution Error

When individuals observe behaviour, they attempt to determine

whether it is internally or externally caused.

The tendency to underestimate the influence of external factors

and overestimate the influence of internal factors when making
judgments about the behaviour of others.

Self Serving Bias

The tendency for individuals to attribute their own successes to

internal factors while putting the blame for failures on external
factors.

Attribution Process
Antecedents - Factors internal to the perceiver

Attribution made by the perceiver

Consequences for the perceiver

Information
Beliefs
motivation

Perceived causes of
behavior
(such as internal Vs
external causes
Behavior
Feelings
expectations

observation

interpretation

Attribution of the cause

High

External

Low

Internal

Distinctiveness
Individual behavior

High
Consensus

External

Low
Internal
High

Consistency

Low

Internal
External

Kelley Theory of Causal attribution

High consensus
(others behave in the same
manner in this situation)
Low consistency
(this person does not behaves in the
same manner on other occasions
when placed in the same situation)

External Attribution
(this person's behavior
stems from external
causes)

High Distinctiveness
(this person does not behave in this
manner in other situations)
Low consensus
(others do behave in the same
manner in this situation)
High consistency
(this person behaves in the
same manner on other occasions
when placed in the same situation)
Low Distinctiveness
(this person behaves in this
manner in other situations)

Internal Attribution
(this person's behavior
stems from internal
causes)

Bosss behavior toward

perceived strong performers
Discusses project objectives,
gives subordinate the freedom
to choose own approach to
solving problems or reaching
goals.
Treats mistakes or incorrect
judgments as learning
opportunities

Bosss behavior toward

perceived weak performers
Gives specific directives when
discussing tasks and goals

Pays close attention to

mistakes and incorrect
judgments. Quick to emphasize
what subordinate is doing
wrong.

Is open to subordinates
suggestions. Solicits opinions
from subordinate

Pays little attention to

subordinates suggestions.
Rarely asks subordinate for
input.

Gives subordinate interesting

and challenging assignments

Gives subordinate routine

assignments

May frequently defer to

subordinates opinions in

Usually imposes own views in