Bias Perception and Conflict
Prior to beginning work on this discussion forum,
Review Chapter 3: Deconstructing Conflicts in the required course textbook.
Read When Disagreement Gets Ugly: Perceptions of Bias and the Escalation of Conflict Download When Disagreement Gets Ugly: Perceptions of Bias and the Escalation of Conflict.
How parties to a conflict perceive the position of the other party can greatly impact how each party engages in the conflict and how they seek to resolve (or not resolve) the conflict. Sometimes, a party’s wrongly perceived impressions about their opposing party can increase the chance of a conflict and decrease the options to resolve a conflict. In a post of at least 300 words, answer the following questions:
Provide a definition of perception bias.
Share an example within an organization, either personally experienced or researched, of how one party exhibited bias perception toward another party.
Describe how this misunderstanding escalated into conflict.
Explain some tactics or strategies that the party, in the example you shared, could have used to avoid their bias perception and averted their conflict with their opposing party.
Bias Perception and Conflict
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Perception bias is the tendency to create assumptions and stereotypes about a particular group, thus making it increasingly difficult to reach an objective judgment concerning the members of the specific group. Perception bias is normally anchored on a more extensive labeling of a group and impacts everyone linked to that group. Research indicates that there is the assumption that men are better suited for technology and science-related projects compared to women. Along the same line of thought, women professionals are typically perceived as less qualified and competent to handle science and technology projects compared to their male workmates (Freedman et al., 2018). For example, when seeking positions as an SEO analyst, a data scientist, or a web designer, it is challenging for hiring managers to embrace the perception that everyone else can succeed in these jobs and hire a woman. This problem is compounded by the fact that human resource managers receive more applications from men compared to women for the same posts. Thus, women felt undervalued and had little prospects for promotion into science and technology positions in th...