What Is Perception and important Perception A process

What Is Perception, and important? Perception A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. • People’s behavior is based on their perception of what reality is, not on reality itself. • The world as it is perceived is the world that is behaviorally important. 1

Perceptions and Individual Decision Making Problem A perceived discrepancy between the current state of affairs and a desired state. Decisions Choices made from among alternatives developed from data perceived as relevant. Perception of the decision maker Outcomes 2

Rational Decision-Making Model Assumptions Rational Decision. Making Model Describes how individuals should behave in order to maximize some outcome. • Problem clarity • Known options • Clear preferences • Constant preferences • No time or cost constraints • Maximum payoff 3

CONFLICT MANAGEMENT 4

5 ways to manage conflict • • • Avoidance Competition (A) Accommodation (B) Compromise (C) Collaboration (D) 5

Conflict Continuum I win, you lose (competition—A) I lose or give in (accommodate—B) We both get something (compromise—C) We both “win”(collaborate—D) A B C D 6

Competition • Plus • • • The winner is clear Winners usually experience gains Minus • • Establishes the battleground for the next conflict May cause worthy competitors to withdraw or leave the organization 7

Accommodation • Plus • • • Curtails conflict situation Enhances ego of the other Minus • • Sometimes establishes a precedence Does not fully engage participants 8

Compromise • Plus • • • Shows good will Establishes friendship Minus • • No one gets what they want May feel like a dead end 9

Collaboration • Plus • • • Everyone “wins” Creates good feelings Minus • • Hard to achieve since no one knows how Often confusing since players can “win” something they didn’t know they wanted 10

What This Means? • Managing conflict means you need to develop several styles and decide which is valuable at any given point of conflict 11

Tips for Managing Workplace Conflict • • Build good relationships before conflict occurs Do not let small problems escalate; deal with them as they arise Respect differences Listen to others’ perspectives on the conflict situation Acknowledge feelings before focus on facts Focus on solving problems, not changing people If you can’t resolve the problem, turn to someone who can help Remember to adapt your style to the situation and persons involved 12

Transactional Analysis • Three Basic Concepts: Parent, Adult and Child • Transactions: Among P, A and C • • P < -- > P A < -- > A C < -- > C There are 9 possible transactions 13

Transactional Basis • Id – Pleasure Principle • Ego- Realistic Principle • Super-Ego- Ethical Principle 14

The Three Ego States • Parent- “Do as I do” • Child- “What shall I do? ” • Adult- “I will be frank with you” 15

We Are • • • Child Adult Parent in our Transactions. Biological conditions are irrelevant to these ego states. We shift from one ego state to another in transactions. 16

Shift in Ego States • Parent- “Why don’t you prepare a time-table? ” • Child- “What is the point when one cannot follow it? ” – Becomes an Adult. 17

Transactional Stimulus and Response • The initiator of the transaction is called the transactional stimulus. • The response of the respondent is called transactional response. 18

Types of Transactions • Complementary Transactions: Appropriate and Expected Transactions indicating healthy human relationships. • Communication takes place when transactions are complementary. A stimulus invites a response; this response becomes a stimulus inviting further response and so on. 19

Types of Transactions (Con. . ) • Crossed Transaction: This causes most difficulties in social situations. • “May be, you should improve your teaching”. • “You always find fault with me whatever I do” Parent-Child interaction. 20

Typical Games • • • Between A shop keeper and a house wife: “This one is better, but you cannot afford it” Between A Teacher and a Student: “This is a good topic, but you cannot handle it. ” Between an Expert and a Candidate: “What you just said is totally wrong” 21