What is the process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment quizlet?

Answer: Perception is a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. What an individual perceives can be substantially different from objective reality. When people look at a target and attempt to interpret what they see, their interpretation is heavily influenced by personal characteristics such as their attitudes, personality, motives, interests, past experiences, and expectations. Characteristics of the target also affect perception. Since people do not look at targets in isolation, the relationship of a target to its background also influences perception, as does one's tendency to group close things and similar things together. Context matters as well. The time at which people see an object or event can influence attention, as can location, light, heat, or any number of situational factors.

The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes is known as selective perception. Individuals engage in selective perception because it is impossible for them to assimilate everything they see and can take in only certain stimuli. However, they do not choose randomly. Rather, they select according to their interests, background, experience, and attitudes. Selective perception allows them to speed-read others, but not without the risk of drawing an inaccurate picture. Seeing what they want to see, they can draw unwarranted conclusions from an ambiguous situation.

Naomi Fisher, a sales manager at Pure, a water purifier company, had a new member, Leah Marshall, join her team. Though during Leah's interview, Naomi felt she would be a productive sales executive, her performance has often been below the mark. Consistently in the past three months, Leah has been unable to reach her targets and is falling substantially behind on her annual targets. Naomi assumes that Leah is not determined and motivated enough to do what it takes. Which of the following, if true, weakens Naomi's assumption?
A) Leah has often arrived late for team meetings conducted in the morning.
B) Leah has been assigned a sales territory where consumers are from low income groups.
C) Leah has good interpersonal skills and gets along well with her customers.
D) Research showed that the company's largest competitor had a lower turnover than they did.
E) Naomi recently received feedback from other team members that Leah is often uncooperative.

Johanna Murray, a climate campaigner at The National Footprint Foundation, is known in her organization to be a campaigner of caliber and high performance. She recently worked on a campaign against global warming during which she worked extremely hard to achieve project milestones. However, the campaign failed as it could not achieve the desired objective. Due to this, her manager, Brenda Owens, gave her a poor performance appraisal. In the appraisal, Brenda said that Johanna was not motivated and failed to reach out to 25,000 people through Internet media to spread awareness about climate change. Which of the following, if true, weakens Brenda's statement?
A) Johanna lacks experience in publicizing campaigns using Internet media.
B) Brenda was unable to make time for Johanna to brief her on the tasks involved in carrying out the campaign's media strategy.
C) Johanna recently moved from the agriculture campaign to the climate campaign.
D) Johanna's previous job involved an extensive amount of researching on environmental issues.
E) Brenda is known in the organization to be a fair and unbiased manager.

Answer: The attribution theory suggests that when we observe an individual's behavior, we attempt to determine whether it was internally or externally caused. That determination, however, depends largely on three factors: (1) distinctiveness, (2) consensus, and (3) consistency. First, distinctiveness refers to whether an individual displays different behaviors in different situations. A behavior high in distinctiveness is more likely to be given an external attribution. Second, if everyone who faces a similar situation responds in the same way, we can say the behavior shows consensus. A behavior high in consensus is more likely to be considered an externally caused behavior. Third, the more consistent the behavior, the more we are inclined to attribute it to internal causes.

Answer: The three-component model of creativity proposes that individual creativity essentially requires expertise, creative-thinking skills, and intrinsic task motivation.
a) Expertise is the foundation for all creative work. The potential for creativity is enhanced when individuals have abilities, knowledge, proficiencies, and similar expertise in their field of endeavor.
b) The second component is creative-thinking skills. This encompasses personality characteristics associated with creativity, the ability to use analogies, as well as the talent to see the familiar in a different light.
c) The final component is intrinsic task motivation. This is the desire to work on something because it is interesting, involving, exciting, satisfying, or personally challenging. This motivational component is what turns creativity potential into actual creative ideas. It determines the extent to which individuals fully engage their expertise and creative skills.
A manager could hinder creativity by engaging in overconfidence bias. A creative person in an office where the manager is confident that his decisions are always correct would be less inclined to offer ideas. In addition, a manager that often engages in confirmation bias would only be looking for answers that support his ideas, and a creative person would be less inclined to participate or offer ideas.

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