The relationship between perception and decision-makingIntroduction: Perception as the definition by Robbins is, “a process through which individuals interpret and organize their sensory impressions to develop meaning to their respective environments" (Robbins 46-57). Humans habitually construe what they see, touch, taste, hear, and smell into something making sense logically. Each individual touches, sees, hears, and smells things quite differently from others (Nicholson 62). Thus, people differ in perceptions a fantastic deal. People see exactly what they want to see; equally hear what they want; also smell what they want; feel exactly what they want to feel; and equally taste what they want (Robins 46-57).
To individuals, it is not what it is, in fact, but what they want it to be. This is what perception is all about in human beings. Out of this, the perceptions develop a position in decision making when the individuals construe meanings of their respective senses about particular things (Robbins 132-167). This paper looks into relationships between perceptions and decision-making and evaluates the applicability of making rational decisions. Organizations rely heavily on the decisions made for their success and accomplishments.
The right decisions bring victory while the negative choices cause severe disaster. Perception is an expansive virtue playing a prominent role in the decisions humans make. In reality, it is possible to make rational decisions for any individual (Robins 46-57). People make decisions daily and on varying issues based on their individual perceptions, which they construe. Each person perceives situations, people, and places using the five senses meaning that decisions made can be rationale but with conditions of appropriate perceptions (Nicholson 62). However, what a person perceives is not accurate always.
People's perceptions can at times be quite misleading and may be a leading cause of negative effects. Perception at times makes individuals to make the wrong choices because they base them on non-factual information. In organizations, making wrong decisions causes tremendous and severe negative effects (Alexander 156-161). Therefore, understanding perception is extremely crucial for anyone in all situations to evaluate decision-making processes (Robbins 132-167). Some of the most crucial issues to handle in this correlation include how an individual’s perception of others affects an organizations behavior, how negative and positive effects emerge when incorporating perceptions in decision-making and how individual perceptions ultimately shape a person’s ethical decisions (Jones). Perception has substantial influences from elements including time, mind-set, personality, environment, intentions, as well as history of the respective perceiver (Robbins 132-167).
There are also considerable influences basing on personality, attitude, appearance, and situation of the respective person, object or place perceived (Robins 46-57). In this case, the individual makes a decision out of the influences. It is usually a biased issue when an individual is influenced and has to make a rational decision (Melbourne).
It is however, to note that these influences are controllable because of the rational thinking in human beings (Manuel 24). The individual can overcome the influenced and surpass the biased decision-making through the rational thinking applications (Robbins 132-167). However, it is always a controversial moment in an individual when making a choice between emotions and feelings and the pressures of the rational mind (Goldstein 56).