Human Perceptions Quarter

Human Perceptions Quarter (hereinafter, the Quarter) is the first of four lectures of Operations Quadrivium (hereinafter, the Quadrivium):

• The Quarter is designed to introduce its learners to enterprise discovery, or, in other words, to concepts related to obtaining data needed to administer the enterprise effort; and
• The Quadrivium examines concepts of administering various types of enterprises known as enterprise administration as a whole.

The Quadrivium is the first of seven modules of Septem Artes Administrativi, which is a course designed to introduce its learners to general concepts in business administration, management, and organizational behavior.

Outline

The predecessor lecture is Operations Management Quarter.

Concepts

1. Perception. A process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment.
   • Perception. A process by which we give meaning to our environment by organizing and interpreting sensory impressions.
   • Psychology. The science that seeks to measure, explain, and sometimes change the behavior of humans and other animals.
2. Cognitive capacity.
   • Physical ability. An individual's capacity to do tasks that demand stamina, dexterity, strength, and similar characteristics.
   • Heredity. Factors determined at conception; one's biological, physiological, and inherent psychological makeup.
   • Intellectual ability. An individual's capacity to do mental activities -- thinking, reasoning, and problem solving.
3. Emotion. Intense feeling that is directed at someone or something.
   • Emotion. Intense feelings that are directed at someone or something.
   • Felt emotion. An individual's actual emotions.
   • Affect. A broad range of feelings that people experience.
   • Affect intensity. Individual differences in the strength with which individuals experience their emotions.
4. Parochialism. Viewing the world solely through your own perspectives, leading to an inability to recognize differences between people.
   • Self-fulfilling prophecy. A situation in which a person inaccurately perceives a second person, and the resulting expectations cause the second person to behave in ways consistent with the original perception.
5. Bias. A tendency or preference toward a particular perspective or ideology.
   • Confirmation bias. The tendency to seek out information that reaffirms past choices and to discount information that contradicts past judgments.
   • Hindsight bias. The tendency to believe falsely, after an outcome of an event is actually known, that one would have accurately predicted that outcome.
   • Self-serving bias. The tendency for individuals to attribute their own successes to internal factors and put the blame for failures on external factors.
   • Self-serving bias. The tendency for individuals to attribute their own successes to internal factors while putting the blame for failures on external factors.
   • Anchoring bias. A tendency to fixate on initial information, from which one then falls to adequately adjust for subsequent information.
   • Halo effect. A general impression of an individual based on a single characteristic.
   • Halo effect. The tendency to draw a general impression about an individual on the basis of a single characteristic.
   • Fundamental attribution error. The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.
   • Fundamental attribution error. The tendency to underestimate the influence of external factors and overestimate the influence of internal factors when making judgments about the behavior of others.
   • Illusory correlation. The tendency of people to associate two events when in reality there is no connection.
   • Information overload. A condition in which information inflow exceeds an individual's processing capacity.
   • Information overload. When information exceeds our processing capacity.
   • Selective perception. The tendency to selectively interpret what one sees on the basis of one's interests, background, experience, and attitudes.
6. Personality. The sum total of ways in which an individual reacts to interacts with others.
   • Personality. The unique combination of emotional, thought, and behavioral patterns that affect how a person reacts to situations and interacts with others.
   • Emotional stability. A personality dimension that characterizes someone as calm, self-confident, and secure (positive) versus nervous, depressed, and insecure (negative).
   • Narcissism. The tendency to be arrogant, have a grandiose sense of self-importance, require excessive admiration, and have a sense of entitlement.
   • Machiavellianism. A measure of the degree to which people are pragmatic, maintain emotional distance, and believe that ends justify means.
   • Machiavellianism. The degree to which an individual is pragmatic, maintains emotional distance, and believes that ends can justify means.
   • Openness to experience. A personality dimension that characterizes someone in terms of imagination, sensitivity, and curiosity.
   • Agreeableness. A personality dimension that describes someone who is good natured, cooperative, and trusting.
   • Conscientiousness. A personality dimension that describes someone who is responsible, dependable, persistent, and organized.
7. Core value (collectively, also known as values). A basic conviction that a specific mode of conduct or end-state of existence is personally or socially preferable to an opposite or converse mode of conduct or end-state of existence.
   • Values. Basic convictions about what is right and wrong.
   • Instrumental value. A preferable mode of behavior or mean of achieving one's terminal values.
   • Terminal value. A desirable end-state of existence; the goal a person would like to achieve during his or her lifetime.
   • Values system. A hierarchy based on a ranking of an individual's values in terms of their intensity.
   • Self-concordance. The degree to which people's reasons for pursuing goals are consistent with their interests and core values.

Practices

The successor lecture is Human Motivations Quarter.