Topic 2 Self Awareness 1 
Self-awareness
Can self-awareness help our management style?
4 core aspects of self-concept
Values
Determine personal standards
And moral judgement
Attitudes
Cognitive style
(towards change)
Developing adaptability and responsibility
Determine information acquisition and evaluation
Interpersonal style
Determine preferences and interaction patterns
(Carlopio 2005)
Preserving ‘face’
Known
to self
Known
to others
Arena
Not know to others Facade
Not known to self Blindspo t Unknow n Dwyer (2000) Communication in Business: Strategies and sk
Self perception
• Think about the image you have of
yourself. Quickly Write the first 6-10 words that come to mind
• Of these words write the words that are in your ‘Arena’ and those in your
‘façade’.
• Give examples of each
Work with partner
• What image do they project? Write the
first 4 words that come to mind.
• Discuss your findings. One at a time!
Remember
• Any discrepancy between perceptions can serve as a learning opportunity for both
• What have you learnt of your blindspot or façade? Perceptual distortions
• Stereotyping – generalising
• Halo effect – trait dominates – sloppiness
• Central tendency – averages everything
• Contrast effects – evaluations affected
• Projection –
• Perceptual defence – called upon to preserve our self-perception
(Wilson 2010)
In groups – concepts used • Did you mostly use
– adjectives which tend to be evaluative – nouns which tend to be neutral
– verbs which tend to be behaviour oriented • What have you learnt of your perceptual filters? What perceptual distortion do you mostly use?
Lessons to be learned
• One’s perceptions can never be totally accurate
• Rephrase what is said
• Question your conclusions of others - judging others has life implications
• The greater self-understanding the easier not to make extreme judgments
• Put yourself in the other person’s shoes
• Self-disclosure is a bell shaped curve
Values
• In your presentation group exchange your
4
Can self-awareness help our management style?
4 core aspects of self-concept
Values
Determine personal standards
And moral judgement
Attitudes
Cognitive style
(towards change)
Developing adaptability and responsibility
Determine information acquisition and evaluation
Interpersonal style
Determine preferences and interaction patterns
(Carlopio 2005)
Preserving ‘face’
Known
to self
Known
to others
Arena
Not know to others Facade
Not known to self Blindspo t Unknow n Dwyer (2000) Communication in Business: Strategies and sk
Self perception
• Think about the image you have of
yourself. Quickly Write the first 6-10 words that come to mind
• Of these words write the words that are in your ‘Arena’ and those in your
‘façade’.
• Give examples of each
Work with partner
• What image do they project? Write the
first 4 words that come to mind.
• Discuss your findings. One at a time!
Remember
• Any discrepancy between perceptions can serve as a learning opportunity for both
• What have you learnt of your blindspot or façade? Perceptual distortions
• Stereotyping – generalising
• Halo effect – trait dominates – sloppiness
• Central tendency – averages everything
• Contrast effects – evaluations affected
• Projection –
• Perceptual defence – called upon to preserve our self-perception
(Wilson 2010)
In groups – concepts used • Did you mostly use
– adjectives which tend to be evaluative – nouns which tend to be neutral
– verbs which tend to be behaviour oriented • What have you learnt of your perceptual filters? What perceptual distortion do you mostly use?
Lessons to be learned
• One’s perceptions can never be totally accurate
• Rephrase what is said
• Question your conclusions of others - judging others has life implications
• The greater self-understanding the easier not to make extreme judgments
• Put yourself in the other person’s shoes
• Self-disclosure is a bell shaped curve
Values
• In your presentation group exchange your
4