Studies have demonstrated that people make up their minds about others within the first two minutes of meeting them, while others suggests that the time taken is as short as thirty seconds. However, both groups may be wrong. Malcom Gladwell in his book “Blink: The Power of Thinking Without Thinking” believes that such decisions occur almost instantaneously.
The assertion here is that people actually “think without thinking”, in other words, they form impressions without any conscious thought at all (everything occurring within the subconscious mind). These snap judgements rely on the flimsiest of evidence (in fact, no evidence at all really). A split second first impression can be completely erroneous, but can still linger nonetheless.
How are these decisions made so quickly? In general, the way different people perceive others will differ depending on their own experiences, beliefs, attitudes, education and upbringing. Over time these things become internalised at a subconscious level, to the point where a person may not even be aware they hold these opinions.
There are times when such quick judgement may be necessary, and may even be reliable, but at other times it is misleading. However, it does have some bearing on the way employers interview and employ staff, which has several implications for the organisation. It also plays a role in how people see themselves and how they interact with others who are different from themselves, with respect to attitudes, religion, race or any other significant difference. This is especially true where they have had few experiences with others who possess these traits.
Employers are always made conscious of the necessity to employ staff without any form of discrimination, but discrimination can be very subtle and quite unconscious. This means an employer may discriminate against someone because of an unthinking immediate reaction, and yet not even be aware that their choice was discriminatory.
Is it possible to have any control over this tendency to judge others immediately? Fortunately it is. The first step is in recognising that it happens, and therefore being prepared for it. Many orchestras now hold auditions with the try-outs performing behind a screen, so the only determining factor in deciding who to select is based on the quality of their performance, while screening out all sexual, racial and physical characteristics. Unfortunately, it’s difficult to do this in a business situation where meeting people and interviewing them face to face seems necessary.
It is helpful for an employer to stand back and analyse their usual reactions to prospective employees. What do they respond negatively to? What do they respond positively to? Do they find it difficult to relate to a person of the opposite sex? Or from a foreign background? It is easier for employers to hire people with whom they immediately feel comfortable, and these are usually folks who are from similar backgrounds to themselves.
Once it is clear that judgements are being made immediately and subconsciously, they can be put aside and forgotten, so the interviewee can be given a fair and reasonable chance. This becomes easier to do with practice, and pays off in the long term.
I read this book and came out with same conclusion.
We are helpless against our tendency to judge with our reptilian brain at first and anything we analyse afterward is tinted by this initial judgement.
Only things that may have a little help, is to know it.
But don’t expect it too much..
Adrien
How true!
Most of us tend to be led by our first impressions of another. We know that, but it takes a lot to be indifferent.
Jimmy