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PERCEPTION & LEARNING - Coggle Diagram

- - - - our 5 senses
        
        Selective Attention
        
        Perceptual org & Interpretation
        
        Att & Behavior
  - - - A process of forming and maintaining social identity – the focus on group identity rather than personal identity.
    - - Categorization
        
        compare characteristics of our groups with other groups, we use social categories like black, white, Australian, Christian, Muslim, student.
      - Homogenization
        
        similar traits within a group; different traits across groups
      - Differentiation
        
        develop less favorable images of people in groups other than our own, categorized ourselves as part of a group and have identified with that group we then tend to compare that group with other groups
  - - - Internal
        
        The process of assigning the cause of behaviour to some internal characteristic, rather than to outside forces.
      - External
        
        The process of assigning the cause of behaviour to some situation or event outside a person's control rather than to some internal characteristic.
    - - Fundamental attribution erros
        
        Attributing others’ actions to internal factor rather than the situation (late comers – causes by personality factors and not the bad traffic). How we perceive about others.
      - Self-serving bias
        
        Attributing our successes to internal factors and our failures to external factors (such as bad luck).
    - - The perceptual process of deciding whether an observed behavior or event is caused largely by the person (internal) or by the environment (external factors).
  - - - Open
      - Blind
      - Hidden
      - Unknown
  - - - Process of assigning traits to people based on their membership in a social category.
    - - Categorical thinking – rely on group attribute rather than personal attribute, difficult to remember the individual characteristics (race, gender, marital status, country of origin)
      - Strong need to understand and anticipate others’ behavior – especially when we deal with unknown individual (during the interview; tend to relate a person character by associating them with their personal background) – under certain situation – stereotyping becomes important
      - Enhances our self-perception and social identity – people tend to develop negative stereotypes
    - - It makes us ignore differences between individuals; therefore we think things about people that might not be true (generalizations)
      - Overestimation or underestimation
      - Discrimination, prejudice – competition and hostility
    - - It enables us to respond rapidly to situations because we may have had a similar experience before.
      - Personality and work behavior – assist in making decision
    - - Diversity awareness training
      - Educate employees about the benefits of diversity, sensitivity to equality and to block inaccurate perception
      - Meaningful interaction
      - Contact hypothesis – close and frequent interaction
      - Decision-making accountability
      - Making people accountable for their decisions motivates them to consider objective info rather than stereotypes
  - - - Quickly form an opinion based on first information we receive about the people
    - - Most recent information dominates perceptions e.g., performance appraisal evaluations we judge based on the recent behavior
    - - One trait forms a general impression of a person e.g. late coming to work once (not punctual)
    - - Believe other people do the same things or have the same attitudes as you (if you want to quit, you are not the first person to think such action)
- - - - Organized knowledge and can be communicated from one person to another
    - - Knowledge embedded in our actions and ways of thinking, and transmitted only through observation and experience
  - - - a. Ability -- learning increases skills and knowledge
      - b. Role perceptions -- learning clarifies roles and priorities
      - c. Motivation -- learning is necessary for some need fulfillment
  - - - Antecedents
        
        What happen before behavior
      - Behavior
        
        What the person says or does
      - Consequences
        
        What happen after the behavior
    - - Positive reinforcement
        
        Introducing a desirable consequence – increases or maintains future behavior
      - Negative reinforcement
        
        Is not punishment but removing punishment or avoiding a consequence increases or maintains future behavior (avoidance learning
      - punishment reinforcement
        
        A consequence decreases chance of future behavior
      - extinction
        
        This consequences occurs when the target behavior decrease
  - - - Behavioral modeling
      - Learning behavior consequences
      - Self-reinforcement