2. Perceiving Others

LEARNING OBJECTIVES

• Differentiate between internal and external attributions.
• Explain two common perceptual errors: the fundamental attribution error and the self-serving bias.
• Discuss how the primacy and recency effects relate to first and last impressions.
• Discuss how physical and environmental factors influence perception.
• Explain the horn and halo effects.
• Recognize the roles that culture and personality play in the perception of others.

Are you a good judge of character? How quickly can you “size someone up?” Interestingly, research shows that many people are surprisingly accurate at predicting how an interaction with someone will unfold based on initial impressions. Fascinating research has also been done on the ability of people to make a judgment about a person’s competence after as little as 100 milliseconds of exposure to politicians’ faces. Even more surprising is that people’s judgments of competence, after exposure to two candidates for senate elections, accurately predicted election outcomes. Charles C. Ballew II and Alexander Todorov, “Predicting Political Elections from Rapid and Unreflective Face Judgments,” Proceedings of the National Academy of Sciences 104, no. 46 (2007): 17948. In short, after only minimal exposure to a candidate’s facial expressions, people made judgments about the person’s competence, and those candidates judged more competent were people who actually won elections! As you read this section, keep in mind that these principles apply to how you perceive others and to how others perceive you. Just as others make impressions on us, we make impressions on others. We have already learned how the perception process works in terms of selecting, organizing, and interpreting. In this section, we will focus on how we perceive others, with specific attention to how we interpret our perceptions of others.

Attribution and Interpretation

I’m sure you have a family member, friend, or coworker with whom you have ideological or political differences. When conversations and inevitable disagreements occur, you may view this person as “pushing your buttons” if you are invested in the issue being debated, or you may view the person as “on their soapbox” if you aren’t invested. In either case, your existing perceptions of the other person are probably reinforced after your conversation and you may leave the conversation thinking, “She is never going to wake up and see how ignorant she is! I don’t know why I even bother trying to talk to her!” Similar situations occur regularly, and there are some key psychological processes that play into how we perceive others’ behaviors. By examining these processes, attribution in particular, we can see how our communication with others is affected by the explanations we create for others’ behavior. In addition, we will learn some common errors that we make in the attribution process that regularly lead to conflict and misunderstanding.

Attribution

In most interactions, we are constantly running an attribution script in our minds, which essentially tries to come up with explanations for what is happening. Why did my neighbor slam the door when she saw me walking down the hall? Why is my partner being extra nice to me today? Why did my officemate miss our project team meeting this morning? In general, we seek to attribute the cause of others’ behaviors to internal or external factors. Internal attributions connect the cause of behaviors to personal aspects such as personality traits. External attributions connect the cause of behaviors to situational factors. Attributions are important to consider because our reactions to others’ behaviors are strongly influenced by the explanations we reach. Imagine that Gloria and Jerry are dating. One day, Jerry gets frustrated and raises his voice to Gloria. She may find that behavior more offensive and even consider breaking up with him if she attributes the cause of the blow up to his personality, since personality traits are usually fairly stable and difficult to control or change.

Conversely, Gloria may be more forgiving if she attributes the cause of his behavior to situational factors beyond Jerry’s control, since external factors are usually temporary. If she makes an internal attribution, Gloria may think, “Wow, this person is really a loose cannon. Who knows when he will lose it again?” If she makes an external attribution, she may think, “Jerry has been under a lot of pressure to meet deadlines at work and hasn’t been getting much sleep. Once this project is over, I’m sure he’ll be more relaxed.” This process of attribution is ongoing, and, as with many aspects of perception, we are sometimes aware of the attributions we make, and sometimes they are automatic and/or unconscious. Attribution has received much scholarly attention because it is in this part of the perception process that some of the most common perceptual errors or biases occur.

One of the most common perceptual errors is the fundamental attribution error, which refers to our tendency to explain others’ behaviors using internal rather than external attributions. Allan L. Sillars, “Attributions and Communication in Roommate Conflicts,” Communication Monographs 47, no. 3 (1980): 183. For example, when I worked at an urban college in Denver, Colorado, I often had students come into class irritated, saying, “I got a parking ticket! I can’t believe those people. Why don’t they get a real job and stop ruining my life!” If you Google some clips from the reality television show Parking Wars, you will see the ire that people often direct at parking enforcement officers. In this case, illegally parked students attribute the cause of their situation to the malevolence of the parking officer, essentially saying they got a ticket because the officer was a mean/bad person, which is an internal attribution. Students were much less likely to acknowledge that the officer was just doing his or her job (an external attribution) and the ticket was a result of the student’s decision to park illegally.

Perceptual errors can also be biased, and in the case of the self-serving bias, the error works out in our favor. Just as we tend to attribute others’ behaviors to internal rather than external causes, we do the same for ourselves, especially when our behaviors have led to something successful or positive. When our behaviors lead to failure or something negative, we tend to attribute the cause to external factors. Thus the self-serving bias is a perceptual error through which we attribute the cause of our successes to internal personal factors while attributing our failures to external factors beyond our control. When we look at the fundamental attribution error and the self-serving bias together, we can see that we are likely to judge ourselves more favorably than another person, or at least less personally.

The professor-student relationship offers a good case example of how these concepts can play out. I have often heard students who earned an unsatisfactory grade on an assignment attribute that grade to the strictness, unfairness, or incompetence of their professor. I have also heard professors attribute a poor grade to the student’s laziness, attitude, or intelligence. In both cases, the behavior is explained using an internal attribution and is an example of the fundamental attribution error. Students may further attribute their poor grade to their busy schedule or other external, situational factors rather than their lack of motivation, interest, or preparation (internal attributions). On the other hand, when students gets a good grade on a paper, they will likely attribute that cause to their intelligence or hard work rather than an easy assignment or an “easy grading” professor. Both of these examples illustrate the self-serving bias. These psychological processes have implications for our communication because when we attribute causality to another person’s personality, we tend to have a stronger emotional reaction and tend to assume that this personality characteristic is stable, which may lead us to avoid communication with the person or to react negatively. Now that you aware of these common errors, you can monitor them more and engage in perception checking, which we will learn more about later, to verify your attributions.

Impressions and Interpretation

As we perceive others, we make impressions about their personality, likeability, attractiveness, and other characteristics. Although much of our impressions are personal, what forms them is sometimes based more on circumstances than personal characteristics. All the information we take in isn’t treated equally. How important are first impressions? Does the last thing you notice about a person stick with you longer because it’s more recent? Do we tend to remember the positive or negative things we notice about a person? This section will help answer these questions, as we explore how the timing of information and the content of the messages we receive can influence our perception.

First and Last Impressions

The old saying “You never get a second chance to make a good impression” points to the fact that first impressions matter. The brain is a predictive organ in that it wants to know, based on previous experiences and patterns, what to expect next, and first impressions function to fill this need, allowing us to determine how we will proceed with an interaction after only a quick assessment of the person with whom we are interacting. Owen Hargie, Skilled Interpersonal Interaction: Research, Theory, and Practice (London: Routledge, 2011), 280. Research shows that people are surprisingly good at making accurate first impressions about how an interaction will unfold and at identifying personality characteristics of people they do not know. Studies show that people are generally able to predict how another person will behave toward them based on an initial interaction. People’s accuracy and ability to predict interaction based on first impressions vary, but people with high accuracy are typically socially skilled and popular and have less loneliness, anxiety, and depression; more satisfying relationships; and more senior positions and higher salaries. Owen Hargie, Skilled Interpersonal Interaction: Research, Theory, and Practice (London: Routledge, 2011), 281. So not only do first impressions matter, but having the ability to form accurate first impressions seems to correlate to many other positive characteristics.

First impressions are enduring because of the primacy effect, which leads us to place more value on the first information we receive about a person. So if we interpret the first information we receive from or about a person as positive, then a positive first impression will form and influence how we respond to that person as the interaction continues. Likewise, negative interpretations of information can lead us to form negative first impressions. If you sit down at a restaurant and servers walk by for several minutes and no one greets you, then you will likely interpret that negatively and not have a good impression of your server when he finally shows up. This may lead you to be short with the server, which may lead him to not be as attentive as he normally would. At this point, a series of negative interactions has set into motion a cycle that will be very difficult to reverse and make positive.

The recency effect leads us to put more weight on the most recent impression we have of a person’s communication over earlier impressions. Even a positive first impression can be tarnished by a negative final impression. Imagine that a professor has maintained a relatively high level of credibility with you over the course of the semester. She made a good first impression by being organized, approachable, and interesting during the first days of class. The rest of the semester went fairly well with no major conflicts. However, during the last week of the term, she didn’t have final papers graded and ready to turn back by the time she said she would, which left you with some uncertainty about how well you needed to do on the final exam to earn an A in the class. When you did get your paper back, on the last day of class, you saw that your grade was much lower than you expected. If this happened to you, what would you write on the instructor evaluation? Because of the recency effect, many students would likely give a disproportionate amount of value to the professor’s actions in the final week of the semester, negatively skewing the evaluation, which is supposed to be reflective of the entire semester. Even though the professor only returned one assignment late, that fact is very recent in students’ minds and can overshadow the positive impression that formed many weeks earlier.

Physical and Environmental Influences on Perception

We make first impressions based on a variety of factors, including physical and environmental characteristics. In terms of physical characteristics, style of dress and grooming are important, especially in professional contexts. We have general schema regarding how to dress and groom for various situations ranging from formal, to business casual, to casual, to lounging around the house.

You would likely be able to offer some descriptors of how a person would look and act from the following categories: a goth person, a prep, a jock, a fashionista, a hipster. The schema associated with these various cliques or styles are formed through personal experience and through exposure to media representations of these groups. Different professions also have schema for appearance and dress.

Imagine a doctor, mechanic, congressperson, exotic dancer, or mail carrier. Each group has clothing and personal styles that create and fit into general patterns. Of course, the mental picture we have of any of the examples above is not going to be representative of the whole group, meaning that stereotypical thinking often exists within our schema. We will learn more about the negative effects of stereotypical thinking later in the chapter, but it’s important to understand how persuasive various physical perceptual influences can be.

Think about the harm that has been done when people pose as police or doctors to commit crimes or other acts of malice. Seeing someone in a white lab coat automatically leads us to see that person as an authority figure, and we fall into a scripted pattern of deferring to the “doctor” and not asking too many questions. The Milgram experiments offer a startling example of how powerful these influences are. In the experiments, participants followed instructions from a man in a white lab coat (who was actually an actor), who prompted them to deliver electric shocks to a person in another room every time the other person answered a memory question incorrectly. The experiment was actually about how people defer to authority figures instead of acting independently. Although no one was actually being shocked in the other room, many participants continued to “shock,” at very high levels of voltage, the other person even after that person supposedly being shocked complained of chest pains and became unresponsive. Gregorio Billikopf Encina, “Milgram’s Experiment on Obedience to Authority,” The Regents of the University of California, 2003, accessed June 6, 2012, http://www.cnr.berkeley.edu/ucce50/ag- labor/7article/article35.htm.

Just as clothing and personal style help us form impressions of others, so do physical body features. The degree to which we perceive people to be attractive influences our attitudes about and communication with them. Facial attractiveness and body weight tend to be common features used in the perception of physical attractiveness. In general people find symmetrical faces and nonoverweight bodies attractive. People perceived as attractive are generally evaluated more positively and seen as more kind and competent than people evaluated as less attractive. Additionally, people rated as attractive receive more eye contact, more smiles, and closer proximity to others (people stand closer to them). Unlike clothing and personal style, these physical features are more difficult, if not impossible, to change.

Figure 3.8 Clothing, like a doctor’s lab coat, forms powerful impressions that have noticeable effects on people’s behavior. © Thinkstock

Finally, the material objects and people that surround a person influence our perception. In the MTV show Room Raiders, contestants go into the bedrooms of three potential dates and choose the one they want to go on the date with based on the impressions made while examining each potential date’s cleanliness, decorations, clothes, trophies and awards, books, music, and so on. Research supports the reliability of such impressions, as people have been shown to make reasonably accurate judgments about a person’s personality after viewing his or her office or bedroom. Owen Hargie, Skilled Interpersonal Interaction: Research, Theory, and Practice (London: Routledge, 2011), 282. Although the artificial scenario set up in Room Raiders doesn’t exactly match up with typical encounters, the link between environmental cues and perception is important enough for many companies to create policies about what can and can’t be displayed in personal office spaces.

It would seem odd for a bank manager to have an Animal House poster hanging in his office, and that would definitely influence customers’ perceptions of the manager’s personality and credibility. The arrangement of furniture also creates impressions. Walking into a meeting and sitting on one end of a long boardroom table is typically less inviting than sitting at a round table or on a sofa.

Although some physical and environmental features are easier to change than others, it is useful to become aware of how these factors, which aren’t necessarily related to personality or verbal and nonverbal communication, shape our perceptions. These early impressions also affect how we interpret and perceive later encounters, which can be further explained through the halo and horn effects.

The Halo and Horn Effects

We have a tendency to adapt information that conflicts with our earlier impressions in order to make it fit within the frame we have established. This is known as selective distortion, and it manifests in the halo and horn effects. The angelic halo and devilish horn are useful metaphors for the lasting effects of positive and negative impressions.

The halo effect occurs when initial positive perceptions lead us to view later interactions as positive. The horn effect occurs when initial negative perceptions lead us to view later interactions as negative. Owen Hargie, Skilled Interpersonal Interaction: Research, Theory, and Practice (London: Routledge, 2011), 281. Since impressions are especially important when a person is navigating the job market, let’s imagine how the horn and halo effects could play out for a recent college graduate looking to land her first real job. Nell has recently graduated with her degree in communication studies and is looking to start her career as a corporate trainer. If one of Nell’s professors has a relationship with an executive at an area business, his positive verbal recommendation will likely result in a halo effect for Nell. Since the executive thinks highly of his friend the professor, and the professor things highly of Nell, then the executive will start his interaction with Nell with a positive impression and interpret her behaviors more positively than he would otherwise. The halo effect initiated by the professor’s recommendation may even lead the executive to dismiss or overlook some negative behaviors. Let’s say Nell doesn’t have a third party to help make a connection and arrives late for her interview. That negative impression may create a horn effect that carries through the interview. Even if Nell presents as competent and friendly, the negative first impression could lead the executive to minimize or ignore those positive characteristics, and the company may not hire her.

Culture, Personality, and Perception

Our cultural identities and our personalities affect our perceptions. Sometimes we are conscious of the effects and sometimes we are not. In either case, we have a tendency to favor others who exhibit cultural or personality traits that match up with our own. This tendency is so strong that is often leads us to assume that people we like are more similar to us than they actually are. Knowing more about how these forces influence our perceptions can help us become more aware of and competent in regards to the impressions we form of others.

Culture

Race, gender, sexual orientation, class, ability, nationality, and age all affect the perceptions that we make. The schemata through which we interpret what we perceive are influenced by our cultural identities. As we are socialized into various cultural identities, we internalize beliefs, attitudes, and values shared by others in our cultural group. Schemata held by members of a cultural identity group have similarities, but schemata held by different cultural groups may vary greatly. Unless we are exposed to various cultural groups and learn how others perceive us and the world around them, we will likely have a narrow or naïve view of the world and assume that others see things the way we do. Exposing yourself to and experiencing cultural differences in perspective doesn’t mean that you have to change your schema to match another cultural group’s. Instead, it may offer you a chance to better understand why and how your schemata were constructed the way they were.

As we have learned, perception starts with information that comes in through our senses. How we perceive even basic sensory information is influenced by our culture, as is illustrated in the following list:

• Sight. People in different cultures “read” art in different ways, differing in terms of where they start to look at an image and the types of information they perceive and process.
• Sound. “Atonal” music in some Asian cultures is unpleasing to some; it is uncomfortable to people who aren’t taught that these combinations of sounds are pleasing.
• Touch. In some cultures it would be very offensive for a man to touch—even tap on the shoulder—a woman who isn’t a relative.
• Taste. Tastes for foods vary greatly around the world. “Stinky tofu,” which is a favorite snack of people in Taipei, Taiwan’s famous night market, would likely be very off-putting in terms of taste and smell to many foreign tourists.
• Smell. While US Americans spend considerable effort to mask natural body odor, which we typically find unpleasant, with soaps, sprays, and lotions, some other cultures would not find unpleasant or even notice what we consider “b.o.” Those same cultures may find a US American’s “clean” (soapy, perfumed, deodorized) smell unpleasant.

Aside from differences in reactions to basic information we take in through our senses, there is also cultural variation in how we perceive more complicated constructs, like marriage, politics, and privacy. In May of 2012, French citizens elected a new president. François Hollande moved into the presidential palace with his partner of five years, Valerie Trierweiler. They are the first unmarried couple in the country’s history to occupy the presidential palace. Maa de la Baume, “First Lady without a Portfolio (or a Ring) Seeks Her Own Path,” The New York Times, May 15, 2012, accessed June 6, 2012, http://www.cnr.berkeley.edu/ucce50/ag-labor/7article/article35.htm.

Even though new census statistics show that more unmarried couples are living together than ever before in the United States, many still disapprove of the practice, and it is hard to imagine a US president in a similar circumstance as France’s Hollande. Other places like Saudi Arabia and the Vatican have strong cultural aversions to such a practice, which could present problems when France’s first couple travels abroad.

As we’ve already learned, our brain processes information by putting it into categories and looking for predictability and patterns. The previous examples have covered how we do this with sensory information and with more abstract concepts like marriage and politics, but we also do this with people. When we categorize people, we generally view them as “like us” or “not like us.” This simple us/them split affects subsequent interaction, including impressions and attributions. For example, we tend to view people we perceive to be like us as more trustworthy, friendly, and honest than people we perceive to be not like us. Marilynn B. Brewer, “The Psychology of Prejudice: Ingroup Love or Outgroup Hate?” Journal of Social Issues 55, no. 3 (1999): 429–44.

We are also more likely to use internal attribution to explain negative behavior of people we perceive to be different from us. If a person of a different race cuts another driver off in traffic, the driver is even more likely to attribute that action to the other driver’s internal qualities (thinking, for example, “He or she is inconsiderate and reckless!”) than they would someone of their own race. Having such inflexible categories can have negative consequences, and later we will discuss how forcing people into rigid categories leads to stereotyping, prejudice, and discrimination. Of course, race isn’t the only marker of difference that influences our perceptions, and the problem with our rough categorization of people into “like us” and “not like us” categories is that these differences aren’t really as easy to perceive as we think. We cannot always tell whether or not someone is culturally like us through visual cues. For some cultural identities, like sexual orientation and ability, our awareness of any differences may only come when the other person discloses their identity to us.

You no doubt frequently hear people talking and writing about the “vast differences” between men and women. Whether it’s communication, athletic ability, expressing emotions, or perception, people will line up to say that women are one way and men are the other way. While it is true that gender affects our perception, the reason for this difference stems more from social norms than genetic, physical, or psychological differences between men and women. We are socialized to perceive differences between men and women, which leads us to exaggerate and amplify what differences there actually are. Steven McCornack, Reflect and Relate: An Introduction to Interpersonal Communication (Boston, MA: Bedford/ St Martin’s, 2007), 93. We basically see the stereotypes and differences we are told to see, which helps to create a reality in which gender differences are “obvious.” However, numerous research studies have found that, especially in relation to multiple aspects of communication, men and women communicate much more similarly than differently. In summary, various cultural identities shape how we perceive others because beliefs, attitudes, and values of the cultural groups to which we belong are incorporated into our schema. Our personalities also present interesting perceptual advantages and challenges that we will now discuss.

Personality

I occasionally have potential employers of students I have taught or supervised call me to do “employment verifications” during which they ask general questions about the applicant. While they may ask a few questions about intellectual ability or academic performance, they typically ask questions that try to create a personality profile of the applicant. They basically want to know what kind of leader, coworker, and person he or she is. This is a smart move on their part, because our personalities greatly influence how we see ourselves in the world and how we perceive and interact with others.

Personality refers to a person’s general way of thinking, feeling, and behaving based on underlying motivations and impulses. Steven McCornack, Reflect and Relate: An Introduction to Interpersonal Communication (Boston, MA: Bedford/St Martin’s, 2007), 95. These underlying motivations and impulses form our personality traits. Personality traits are “underlying,” but they are fairly enduring once a person reaches adulthood. That is not to say that people’s personalities do not change, but major changes in personality are not common unless they result from some form of trauma. Although personality scholars believe there are thousands of personalities, they all comprise some combination of the same few traits. Much research has been done on personality traits, and the “Big Five” that are most commonly discussed are extraversion, agreeableness, conscientiousness, neuroticism, and openness. Robert R. McCrea, “Trait Psychology and Culture,” Journal of Personality 69, no. 6 (2001): 825. These five traits appear to be representative of personalities across cultures, and you can read more about what each of these traits entails below. If you are interested in how you rank in terms of personality traits, there are many online tests you can take. A Big Five test can be taken at the following website: http://www.outofservice.com/bigfive.

The Big Five Personality Traits

• Extraversion. Refers to a person’s interest in interacting with others. People with high extraversion are sociable and often called “extroverts.” People with low extraversion are less sociable and are often called “introverts.”
• Agreeableness. Refers to a person’s level of trustworthiness and friendliness. People with high agreeableness are cooperative and likable. People with low agreeableness are suspicious of others and sometimes aggressive, which makes it more difficult for people to find them pleasant to be around.
• Conscientiousness. Refers to a person’s level of self-organization and motivation. People with high conscientiousness are methodical, motivated, and dependable. People with low conscientiousness are less focused, less careful, and less dependable.
• Neuroticism. Refers to a person’s level of negative thoughts regarding himself or herself. People high in neuroticism are insecure and experience emotional distress and may be perceived as unstable. People low in neuroticism are more relaxed, have less emotional swings, and are perceived as more stable.
• Openness. Refers to a person’s willingness to consider new ideas and perspectives. People high in openness are creative and are perceived as open minded. People low in openness are more rigid and set in their thinking and are perceived as “set in their ways.”

Scholarship related to personality serves many purposes, and some of them tie directly to perception. Corporations and television studios spend millions of dollars on developing personality profiles and personality testing. Corporations can make hiring and promotion decisions based on personality test results, which can save them money and time if they can weed out those who don’t “fit” the position before they get in the door and drain resources. Television studios make casting decisions based on personality profiles because they know that certain personalities evoke strong and specific reactions from viewers. Think about the reality television stars that you love to root for, want to see lose, and can’t stand to look at or look away from. Shows like Celebrity Rehab intentionally cast fading stars who already have strong personalities and emotional and addiction issues in order to create the kind of human train wrecks that attract millions of viewers. So why does this work?

It is likely that you have more in common with that reality TV star than you care to admit. We tend to focus on personality traits in others that we feel are important to our own personality. What we like in ourselves, we like in others, and what we dislike in ourselves, we dislike in others. Steven McCornack, Reflect and Relate: An Introduction to Interpersonal Communication (Boston, MA: Bedford/St Martin’s, 2007), 95. If you admire a person’s loyalty, then loyalty is probably a trait that you think you possess as well. If you work hard to be positive and motivated and suppress negative and unproductive urges within yourself, you will likely think harshly about those negative traits in someone else. After all, if you can suppress your negativity, why can’t they do the same? This way of thinking isn’t always accurate or logical, but it is common.

The concept of assumed similarity refers to our tendency to perceive others as similar to us. When we don’t have enough information about a person to know their key personality traits, we fill in the gaps— usually assuming they possess traits similar to those we see in ourselves. We also tend to assume that people have similar attitudes, or likes and dislikes, as us. If you set your friend up with a man you think she’ll really like only to find out there was no chemistry when they met, you may be surprised to realize your friend doesn’t have the same taste in men as you. Even though we may assume more trait and taste similarity between our significant others and ourselves than there actually is, research generally finds that while people do interpersonally group based on many characteristics including race, class, and intelligence, the findings don’t show that people with similar personalities group together. Andrew Beer and David Watson, “Personality Judgement at Zero Acquiantance: Agreement, Assumed Similarity, and Implicit Simplicity,” Journal of Personality Assessment 90, no. 3 (2008): 252.

In summary, personality affects our perception, and we all tend to be amateur personality scholars given the amount of effort we put into assuming and evaluating others’ personality traits. This bank of knowledge we accumulate based on previous interactions with people is used to help us predict how interactions will unfold and help us manage our interpersonal relationships. When we size up a person based on their personality, we are auditioning or interviewing them in a way to see if we think there is compatibility. We use these implicit personality theories to generalize a person’s overall personality from the traits we can perceive. The theories are “implicit” because they are not of academic but of experience-based origin, and the information we use to theorize about people’s personalities isn’t explicitly known or observed but implied. In other words, we use previous experience to guess other people’s personality traits. We then assume more about a person based on the personality traits we assign to them.

This process of assuming has its advantages and drawbacks. In terms of advantages, the use of implicit personality theories offers us a perceptual shortcut that can be useful when we first meet someone. Our assessment of their traits and subsequent assumptions about who they are as a person makes us feel like we “know the person,” which reduces uncertainty and facilitates further interaction. In terms of drawbacks, our experience-based assumptions aren’t always correct, but they are still persuasive and enduring.

As we have already learned, first impressions carry a lot of weight in terms of how they influence further interaction. Positive and negative impressions formed early can also lead to a halo effect or a horn effect, which we discussed earlier. Personality-based impressions can also connect to impressions based on physical and environmental cues to make them even stronger. For example, perceiving another person as attractive can create a halo effect that then leads you to look for behavioral cues that you can then tie to positive personality traits. You may notice that the attractive person also says “please” and “thank you,” which increases his or her likeability. You may notice that the person has clean and fashionable shoes, which leads you to believe he or she is professional and competent but also trendy and hip. Now you have an overall positive impression of this person that will affect your subsequent behaviors. Andrew Beer and David Watson, “Personality Judgement at Zero Acquiantance: Agreement, Assumed Similarity, and Implicit Simplicity,” Journal of Personality Assessment 90, no. 3 (2008): 252. But how accurate were your impressions? If on your way home you realize you just bought a car from this person, who happened to be a car salesperson, that was $7,000 over your price range, you might have second thoughts about how good a person he or she actually is.

KEY TAKEAWAYS

• We use attributions to interpret perceptual information, specifically, people’s behavior. Internal attributions connect behavior to internal characteristics such as personality traits. External attributions connect behavior to external characteristics such as situational factors.
• Two common perceptual errors that occur in the process of attribution are the fundamental attribution error and the self-serving bias.
• The fundamental attribution error refers to our tendency to overattribute other people’s behaviors to internal rather than external causes.
• The self-serving bias refers to our tendency to overattribute our successes to internal factors and overattribute our failures to external factors.
• First and last impressions are powerful forces in the perception process. The primacy effect is a perceptual tendency to place more importance on initial impressions than later impressions. The recency effect is the perceptual tendency to place more importance on the most recent impressions over earlier impressions.
• Physical and environmental cues such as clothing, grooming, attractiveness, and material objects influence the impressions that we form of people.
• The halo effect describes a perceptual effect that occurs when initial positive impressions lead us to view later interactions as positive. The horn effect describes a perceptual effect that occurs when initial negative impressions lead us to view later interactions as negative.
• Cultural identities such as race, gender, sexual orientation, class, ability, nationality, and age all affect the perceptions that we make about basic sensory information such as sounds and smells as well as larger concepts such as marriage and privacy. Despite the fact that much popular knowledge claims that women and men communicate very differently, communication processes for each gender are more similar than different.
• Personality affects perception in many ways. Our personality traits, which are our underlying and enduring motivations for thinking and behaving the way we do, affect how we see others and ourselves. We use observed and implied personality traits to form impressions of others, which then influence how we act toward them.

EXERCISES

• Think of a recent conflict and how you explained the behavior that caused the conflict and subsequently formed impressions about the other person based on your perceptions. Briefly describe the conflict situation and then identify internal and external attributions for your behavior and the behavior of the other person. Is there any evidence of the fundamental attribution error or self-serving bias in this conflict encounter? If so, what?
• Describe a situation in which you believe the primacy and/or recency effect influenced your perceptions of a person or event.
• Has your perception of something ever changed because of exposure to cultural difference? For example, have you grown to like a kind of food, music, clothing, or other custom that you earlier perceived unfavorably?

Overcoming Barriers to Perceiving Others

There are many barriers that prevent us from competently perceiving others. While some are more difficult to overcome than others, they can all be addressed by raising our awareness of the influences around us and committing to monitoring, reflecting on, and changing some of our communication habits. Whether it is our lazy listening skills, lack of empathy, or stereotypes and prejudice, various filters and blinders influence how we perceive and respond to others.

Develop Empathetic Listening Skills

Effective listening is not easy, and most of us do not make a concerted effort to overcome common barriers to listening. Our fast-paced lives and cultural values that emphasize speaking over listening sometimes make listening feel like a chore. But we shouldn’t underestimate the power of listening to make someone else feel better and to open our perceptual field to new sources of information.

Empathetic listening can also help us expand our self- and social awareness by learning from other people’s experiences and taking on different perspectives. Empathetic listening is challenging because it requires cognitive and emotional investment that goes beyond the learning of a skill set.

I didn’t know what a lazy listener I was until I started teaching and realized how much time and effort teachers have to put into their jobs. Honestly, at first it was challenging to attentively listen to student issues, thoughts, and questions, but I immediately saw the value in it. To be a good teacher, I had to become a better listener. As a result, I also gained more empathy skills and became a lot more patient. A valuable lesson I learned during this time is best stated as follows: “Everyone’s biggest problem is his or her biggest problem.” If one person’s biggest problem is getting enough money together to buy a new cell phone and another person’s biggest problem is getting enough money together to get much needed medication, each of these people is likely experiencing a similar amount of stress. As an outsider, we might look at this example and think about how a cell phone isn’t necessary to live but the medication is. But everyone’s reality is his or her reality, and when you can concede that someone’s reality isn’t like yours and you are OK with that, then you have overcome a significant barrier to becoming more aware of the perception process

I recently had a good student inform me that he was leaving school to pursue other things. He had given speeches about wildfire firefighting and beer brewing and was passionate about both of those things, but not school. As an academic and lover of and advocate for higher education, I wouldn’t have made that choice for myself or for him. But I am not him, and I can’t assume his perceptions are consistent with mine. I think he was surprised when I said, “I think you are a smart and capable adult, and this is your decision to make, and I respect that. School is not going anywhere, so it’ll be here when you’re ready to come back. In the meantime, I’d be happy to be a reference for any jobs you’re applying for. Just let me know.” I wanted to make it clear that I didn’t perceive him as irresponsible, immature, misguided, or uncommitted. He later told me that he appreciated my reaction that day.

Beware of Stereotypes and Prejudice

Stereotypes are sets of beliefs that we develop about groups, which we then apply to individuals from that group. Stereotypes are schemata that are taken too far, as they reduce and ignore a person’s individuality and the diversity present within a larger group of people. Stereotypes can be based on cultural identities, physical appearance, behavior, speech, beliefs, and values, among other things, and are often caused by a lack of information about the target person or group. Max Guyll et al., “The Potential Roles of Self-Fulfilling Prophecies, Stigma Consciousness, and Stereotype Threat in Linking Latino/a Ethnicity and Educational Outcomes,” Social Issues 66, no. 1 (2010): 117. Stereotypes can be positive, negative, or neutral, but all run the risk of lowering the quality of our communication.

While the negative effects of stereotypes are pretty straightforward in that they devalue people and prevent us from adapting and revising our schemata, positive stereotypes also have negative consequences. For example, the “model minority” stereotype has been applied to some Asian cultures in the United States. Seemingly positive stereotypes of Asian Americans as hardworking, intelligent, and willing to adapt to “mainstream” culture are not always received as positive and can lead some people within these communities to feel objectified, ignored, or overlooked.

Prejudice is negative feelings or attitudes toward people based on their identity or identities. Prejudice can have individual or widespread negative effects. At the individual level, a hiring manager may not hire a young man with a physical disability (even though that would be illegal if it were the only reason), which negatively affects that one man. However, if pervasive cultural thinking that people with physical disabilities are mentally deficient leads hiring managers all over the country to make similar decisions, then the prejudice has become a social injustice. In another example, when the disease we know today as AIDS started killing large numbers of people in the early 1980s, response by some health and government officials was influenced by prejudice. Since the disease was primarily affecting gay men, Haitian immigrants, and drug users, the disease was prejudged to be a disease that affected only “deviants” and therefore didn’t get the same level of attention it would have otherwise. It took many years, investment of much money, and education campaigns to help people realize that HIV and AIDS do not prejudge based on race or sexual orientation and can affect any human.

Figure 3.12 Prejudice surrounding the disease we now know as AIDS delayed government investment in researching its causes and developing treatments. © Thinkstock

Engage in Self-Reflection

A good way to improve your perceptions and increase your communication competence in general is to engage in self-reflection. If a communication encounter doesn’t go well and you want to know why, your self-reflection will be much more useful if you are aware of and can recount your thoughts and actions.

Self-reflection can also help us increase our cultural awareness. Our thought process regarding culture is often “other focused,” meaning that the culture of the other person or group is what stands out in our perception. However, the old adage “know thyself” is appropriate, as we become more aware of our own culture by better understanding other cultures and perspectives. Developing cultural self- awareness often requires us to get out of our comfort zones. Listening to people who are different from us is a key component of developing self-knowledge. This may be uncomfortable, because our taken- for-granted or deeply held beliefs and values may become less certain when we see the multiple perspectives that exist.

We can also become more aware of how our self-concepts influence how we perceive others. We often hold other people to the standards we hold for ourselves or assume that their self-concept should be consistent with our own. For example, if you consider yourself a neat person and think that sloppiness in your personal appearance would show that you are unmotivated, rude, and lazy, then you are likely to think the same of a person you judge to have a sloppy appearance. So asking questions like “Is my impression based on how this person wants to be, or how I think this person should want to be?” can lead to enlightening moments of self-reflection. Asking questions in general about the perceptions you are making is an integral part of perception checking, which we will discuss next.

Checking Perception

Perception checking is a strategy to help us monitor our reactions to and perceptions about people and communication. There are some internal and external strategies we can use to engage in perception checking. In terms of internal strategies, review the various influences on perception that we have learned about in this chapter and always be willing to ask yourself, “What is influencing the perceptions I am making right now?” Even being aware of what influences are acting on our perceptions makes us more aware of what is happening in the perception process. In terms of external strategies, we can use other people to help verify our perceptions.

The cautionary adage “Things aren’t always as they appear” is useful when evaluating your own perceptions. Sometimes it’s a good idea to bounce your thoughts off someone, especially if the perceptions relate to some high-stakes situation. But not all situations allow us the chance to verify our perceptions. Preventable crimes have been committed because people who saw something suspicious didn’t report it even though they had a bad feeling about it. Of course, we have to walk a line between being reactionary and being too cautious, which is difficult to manage. We all know that we are ethically and sometimes legally required to report someone to the police who is harming himself or herself or others, but sometimes the circumstances are much more uncertain.

The Tony Award–winning play Doubt: A Parable and the Academy Award–winning movie based on it deal with the interplay of perception, doubt, and certainty. In the story, which is set in a Bronx, New York, Catholic school in 1964, a young priest with new ideas comes into the school, which is run by a traditional nun who, like many, is not fond of change. The older nun begins a campaign to get the young priest out of her school after becoming convinced that he has had an inappropriate relationship with one of the male students. No conclusive evidence is offered during the course of the story, and the audience is left, as are the characters in the story, to determine for themselves whether or not the priest is “guilty.” The younger priest doesn’t fit into the nun’s schema of how a priest should look and act. He has longer fingernails than other priests, he listens to secular music, and he takes three sugars in his tea. A series of perceptions like this lead the nun to certainty of the priest’s guilt, despite a lack of concrete evidence. Although this is a fictional example, it mirrors many high-profile cases of abuse that have been in the news in recent years. Hopefully we will not find ourselves in such an uncertain and dire position, but in these extreme cases and more mundane daily interactions, perception checking can be useful.

“Getting Competent”

Perception Checking

Perception checking helps us slow down perception and communication processes and allows us to have more control over both. Perception checking involves being able to describe what is happening in a given situation, provide multiple interpretations of events or behaviors, and ask yourself and others questions for clarification. Some of this process happens inside our heads, and some happens through interaction. Let’s take an interpersonal conflict as an example.

Stefano and Patrick are roommates. Stefano is in the living room playing a video game when he sees Patrick walk through the room with his suitcase and walk out the front door. Since Patrick didn’t say or wave good-bye, Stefano has to make sense of this encounter, and perception checking can help him do that. First, he needs to try to describe (not evaluate yet) what just happened. This can be done by asking yourself, “What is going on?” In this case, Patrick left without speaking or waving good-bye. Next, Stefano needs to think of some possible interpretations of what just happened. One interpretation could be that Patrick is mad about something (at him or someone else). Another could be that he was in a hurry and simply forgot, or that he didn’t want to interrupt the video game. In this step of perception checking, it is good to be aware of the attributions you are making. You might try to determine if you are overattributing internal or external causes. Lastly, you will want to verify and clarify. So Stefano might ask a mutual friend if she knows what might be bothering Patrick or going on in his life that made him leave so suddenly. Or he may also just want to call, text, or speak to Patrick. During this step, it’s important to be aware of punctuation. Even though Stefano has already been thinking about this incident, and is experiencing some conflict, Patrick may have no idea that his actions caused Stefano to worry. If Stefano texts and asks why he’s mad (which wouldn’t be a good idea because it’s an assumption) Patrick may become defensive, which could escalate the conflict. Stefano could just describe the behavior (without judging Patrick) and ask for clarification by saying, “When you left today you didn’t say bye or let me know where you were going. I just wanted to check to see if things are OK.”

The steps of perception checking as described in the previous scenario are as follows:

• Step 1: Describe the behavior or situation without evaluating or judging it.
• Step 2: Think of some possible interpretations of the behavior, being aware of attributions and other influences on the perception process.
• Step 3: Verify what happened and ask for clarification from the other person’s perspective. Be aware of punctuation, since the other person likely experienced the event differently than you.

KEY TAKEAWAYS

• We can improve our perceptions of others by developing empathetic listening skills, becoming aware of stereotypes and prejudice, and engaging in self-reflection.
• Perception checking is a strategy that allows us to monitor our perceptions of and reactions to others and communication.

EXERCISES

• Which barrier(s) to self-perception do you think present the most challenge to you and why? What can you do to start to overcome these barriers?
• Which barrier(s) to perceiving others do you think present the most challenge to you and why? What can you do to start to overcome these barriers?
• Recount a recent communication encounter in which perception checking may have led to a more positive result. What could you have done differently?