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Chapte r 1 Journey Into Self- Awareness
Chapte
r
1
Journey Into Self-
Awareness

Know Thyself.” ~ Socrates

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Chapter Objectives

● Determine your strengths and understand how they can guide you in personal and professional choices.

● Figure out what motivates you in order to find personal and professional success.

● Assess your limitations and develop a plan for improving those areas.

● Gain understanding and insight into your personality, attitudes and behaviours.

● Identify the biases you have that preclude your

understanding and appreciating others.

What is Self-Awareness?

● Knowing your:

○ Motivations

○ Preferences

○ Personality

● Understanding how these factors influence your:

○ Judgment

○ Decisions

○ Interactions with other people

Benefits of Self-Awareness

● Understanding yourself in relation to others.

● Developing and implementing a sound self- improvement program. ● Setting appropriate life and career goals.

● Developing relationships with others.

● Understanding the value of diversity.

● Managing others effectively.

● Increasing productivity.

● Increasing your ability to contribute to organisations, your community and your family.

Importance to Managers

Managers who are self-aware:

● Tend to be superior performers.

● Have a greater understanding of others.

● Can relate to or empathize with co-workers.

● Tend to be more trusted.

● Tend to be perceived as being competent.

● Are able to reduce the potential for conflict.

● Are more likely to be open to feedback.

● Are able to create trusting and productive work environments.

Lack of Self-awareness

Who lack of Self-awareness:

● Can lead to poor decisions.

● Can result in decisions that lead to

negative consequences.

● Can result in situation that lead to

career derailment.

“The greatest of faults, I should say, is to be conscious of none.”
“The greatest of faults, I
should say, is to be
conscious of none.”

Thomas Carlyle─ Scottish Author, essayist, and historian

(1798─1881)

● Can result in the opposite ─ incompetence, because individual does not realize the gap between his or her perception and reality of strengths and competencies in question.
● Are less able to see themselves accurately and are therefore less able to “midcourse correct.”
● Are less able to make improvements necessary for changes and improvement.

How to Gain Self-Awareness

● Recognise your weaknesses, strengths, biases, attitudes, values and perceptions ● Enhance your self-awareness:
● Recognise your weaknesses,
strengths, biases, attitudes, values
and perceptions
● Enhance your self-awareness:
“There are three
things extremely
hard: steel, a
diamond, and to
know one’s self.”
○ Analyse your own experiences
○ Look at yourself through the eyes of
others
~ Benjamin Franklin
○ Self-disclose
○ Acquire diverse experiences
○ Increase your emotional intelligence
Means for Obtaining Self-Awareness Figure 1.1
Means for Obtaining Self-Awareness
Figure 1.1

Self-Analysis

● Examine yourself as an object in an experience or event.

● Step back and observe the positive or negative impact.

Not always easy.

Begins with reflection on and exploration of thoughts and feelings associated with affective events.

● Become more effective by implementing behavioural and cognitive changes.

Behaviour

● Influenced by our:

○ Feelings

○ Judgments

○ Beliefs

○ Motivations

○ Needs

○ Experience

○ And the opinions of others

● Patterns develop through:

○ Reactions to events

○ Actions over a period of time

○ Reactions to events ○ Actions over a period of time Behaviour is the way in

Behaviour is the way in which we conduct ourselves —the way in which we act.

Behaviour (cont)

Behaviour’s four components:

● Motivation ● Modes of thinking ● Modes of acting ● Modes of interacting

Personality

The “Big Five” Model

● Extroversion ● Agreeableness ● Emotional stability ● Conscientiousness ● Openness to experience

Personality describes the relatively stable set of characteristics, tendencies and temperaments that have been
Personality
describes the
relatively stable
set of
characteristics,
tendencies and
temperaments
that have been
formed by
inheritance and
by social, cultural

and

Copyright 2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations

environmental

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Slides by Caroline Juszczak

factors.

Attitudes

● Determined by the emotions we choose to act on. ● Vary from situation to situation. ● Derived from parents, teachers, peers, society and our own experiences. ● Easier to influence and change than our behaviours or values. ● Can have an impact on our professional and personal

Attitudes are evaluative statements or “learned predispositions to respond in a consistently favourable or
Attitudes are
evaluative
statements or
“learned
predispositions to
respond in a
consistently
favourable or
unfavourable
manner with

respect to a given

relationships.

object.”

Perceptions

● Person-specific

● May not always be consistent with reality

● Important to be aware of ours and those of others

● Influenced by many factors

● Tend to be formed based on our biases

Perception describes the process by which individuals gather sensory information and
Perception
describes the
process by which
individuals gather
sensory
information and

assign meaning to it.

Perceptions Diagram

Perceptions Diagram Copyright 2006 McGraw-Hill Australia Pty Ltd PPTs t/a Interpersonal Skills in Organisations

Perception Filters

● Stereotyping

● Selective perception

● Projection

● Expectations

● Interest

Attribution Theory

● Attributions or judgments are based on our personal observation or evaluation of the situation. ● Future decisions and behaviours are based more on our perception of why something happened rather than on the actual outcome.

According to attribution theory, individuals tend to decide that behaviour is caused by a particular
According to
attribution theory,
individuals tend to
decide that
behaviour is
caused by a
particular

characteristic or event.

Attribution Theory (cont)

● Attribution to controllable factors tends to be a stronger indicator of future behaviour than to uncontrollable factors. ● Greatly affected by personal biases:

○ Self-serving bias ○ Fundamental attribution error

Others’ Perceptions

● “Social mirror

○ Understanding how others view us, and also understanding how we are shaped by others’ opinions of us. ○ Based on our memory of how others have reacted toward us or treated us.

● Learning to read accurately how others see us enhances our “self-map”, our images and judgments of ourselves.

Self-Disclosure

● Sharing your thoughts, feelings and ideas with others ● Key factor in improving self-awareness ● Clarifies your perceptions

○ Verifies your own beliefs ○ Affirms your self-concept ○ Validates data received from an objective source

Diverse Experience

● Living or studying in a foreign country

● Learning a new language

● Travelling

● Reading books on new subjects ● Acquiring broad work experience

● Facing a life-threatening illness

● Experiencing divorce

● Overcoming a personal problem

Summary

● Self-awareness is an essential skill for developing personally and professionally.

A high degree of self-awareness allows you to capitalise on your strengths and develop plans for improving or compensating for your limitations.

Part of being self-aware is being able to monitor and change your behaviour.

● Concentrating on self-improvement demonstrates to others your willingness to learn and grow, increasing the likelihood of you being

able to develop close relationships and succeed in

Copyright 2006 McGraw-Hill Australia Pty Ltd

a profession.

PPTs t/a Interpersonal Skills in Organisations

Slides by Caroline Juszczak

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