Over the past quarter century, the field of social cognition has documented a number of ways in which individuals and groups tend to make typical mistakes when evaluating others. This note examines how these trends are difficult to negotiate and resolve conflicts, by exaggerating the differences between people, and exacerbates the cycle of escalation. This part highlights the problem of partisan perceptions. In addition to the study of basic research in these areas, including a discussion of "naive realism", a number of organizational examples to illustrate the various phenomena. Finally, the requirements on how to avoid these problems are offered. "Hide
by Robert J. Robinson, 9 pages. Publication Date: February 6, 1997. Prod. #: 897104-PDF-ENG
Related Case Solutions & Analyses:
Highland District County Hospital: Gastroenterology Care in Sweden
G. Wilson & Co. Inc.
Toby Johnson (A): Leading After School
Cognizant 2.0: Embedding Community and Knowledge Into Work Processes
New Leadership at the Portland Public Schools
Flextronics International Ltd.
Remanufacturing: The Next Great Opportunity for Boosting U.S. Productivity
Nasdaq Japan: E-Merging Markets
Apple Computer–1999
Hans Fritz at Novartis Thailand (B): The First Six Months
