'Perception management'. A whole new level of science that people within organisations have evolved to explain the un-extricable link between thinking of people and the perception they evolve over a finite space of time. The very nature and 'free-load' usage of perception management in an organisation more oft than not determines success of programmes and projects within organisations.

It is what I call a 'bound-to-happen' effect that will essentially begin to play its part at the start of coming together of people. It is important to understand that there are classical stages that follow within interactions between two individuals and while the interaction theory helps to understand social cognition and stresses it over mental processes, these stages are a simplistic observational* route which one can relate to easily.

I have rationalised and explained the process based on thought, though it is important to understand that the occurrence may not necessarily happen in the same flow.

Transient Thought : A momentary thinking process usually lasting a split second which configures or rather prepares the mind for an expectation. This is most oft felt as one enters an unknown environment and it helps the mind to loosely fit an 'expectation benchmark'.
Contextual Thought : This is the position of 'flux', literally mental flux. It allows to prepare the cognition process to establish what I call 'scenario setting'. A very critical step as it initiates very often a contributory process of sharing knowledge as well as understanding what is being stated.
Stated Thought : This is literally a pure mind share and is an attempt to articulate what has been understood. I also describe it as the 'point of maximum tension' as this is the stage where perception rapidly build up and begins to distil into the zone of opinion. More often than not, the perception mode occurs in two different levels albeit connected.
1. Conscious Perception - This is pure observed understanding which is relatable and is based on experiences that are repeatable. E.g. meeting a sales representative. The mind is already clouded with an understanding of an expectation which can be good or bad as per previous experiences. In a nutshell this is an awareness stage.
2. Sub-conscious Perception - This is an 'unaware' state and plays a crucial contributory role as cognitive behaviour information is distilled and stored for a later use. This literally establishes the connection between unconscious cognition and the conscious state. I treat it very akin to the digestive process. The mind rationalises and digests information without being aware of the entire taste of all the ingredients. It is a very rapid process and allows all observation on cognition to be rapidly digested based on 'capacity and capability' (Another subject all together and another contributory blog)
Retrospective Thought: This is the after state and onsets itself at the ending of any two way interaction ramping up into a conscious analytical mode based on the need of arriving at a decision. The cognitive process is at its peak usually running parallel and fluxing between the sub-conscious perception state and this thought layer drawing on incidences, observations and experience of interaction. This is also what I call a 'cementing phase' because most perception build during the stated thought is divided into experential buckets of information for further usage.

The natural cognitive process within these four stages can be adjusted through tools that allow adjustment and prevent perception build up.

Transient thought stage: What-if diagram.
Contextual thought stage: G.R.P.I is a change management tool and allows establishing Goals, defining Roles, understanding which Processes will be impacted/utilised and define Interpersonal relationships.
Stated thought: Utilise the G.R.P.I to ensure articulation happens within framework. Conduct regular sessions utilising the Johari Window technique to unravel the build-up of conscious perception as well ensuring that more and more of sub conscious perception is shared. This process combined with the Johari technique allows continual erosion of any perception build up and prevents negative formation within the team. Utilising the 55 adjectives enables solid outcomes.

Retrospective thought: Thought monitoring forms which lists all the introspection states for an individual. This can be designed to be kept focused on the collaborative unit designated to work together in a project or a programme.

As you all would have guessed by now that this is an upward expanding spiral, because with each iteration cycle collaborative teams improve the build up of perception but are continually saddled with external environment pressure requiring them to have multiple iterations and create a close bonded unit.

Perception is manageable and is often initiated as a figment of intuition and/or imagination. Keeping it in a mindful, controllable check allows it to contribute positively to the existing and new dynamics of the team.

Keep experimenting with your collaborative unit because that is what influences and changes the build of perception.

*Non experimental and pure experiential based