This chapter examines how perception influences behavior and decision-making in organizational settings. It begins by defining perception as the process of selecting, interpreting, and acting on sensory information, emphasizing that perception is subjective and shaped by individual factors such as experience, values, and emotion. The chapter explores how novelty, distinctiveness, and environmental context affect what is perceived. It identifies common perceptual biases—such as selective perception, hindsight bias, stereotyping, the halo and horns effects, and self-fulfilling prophecies and explains their organizational implications. The role of attribution in assigning blame or credit is also addressed, including distinctions between internal and external attributions and concepts like self-serving bias and the bias blind spot. Organizational applications of perception include performance appraisals, hiring, and leadership selection. The chapter concludes by introducing critical reflection as a structured method to question assumptions and reduce bias, thereby supporting more equitable and informed decision-making processes within organizations.