The success of tomorrow's organizations will depend more than ever on the ability of leadership to value differences, empower people and build teams. In order to achieve this, managers have to develop an understanding of the basic dynamics of group behavior and their implications for managing people, providing leadership, negotiating with people and creating healthy corporate cultures.
             In order to provide a healthy corporate society managers have to acknowledge their comprehension of perceptual outcomes to help them interact more effectively with employees. Stereotypes can lead to poor decisions, can create barriers for women, older individuals, people of color, and people with disabilities. Stereotyping can lead to weakened loyalty and job satisfaction which has a drastic effect on one's PSAT's. Stereotyping has a four step process. It starts by classifying people into groups according to various criteria, such as gender, race, and class. Afterwards an assumption is made that all people in a certain group obtain the same qualities (ex: Older people are slow). Then we make the same assumption for people who posses similar traits and characteristics. At last stereotypes are preserved and continued even though these steps are self-reinforcing there are ways to prevent it.
             The job of changing stereotypes is a difficult one because it asks us to understand and modify how we think, what we like or dislike and what we see as good or bad. Taking stock and modifying stereotypes is a job of equal importance for the victims of stereotyping as well as the oppressors, for the average as well as the elites. But, stereotypes can change, sometimes they change naturally, and sometimes they resist change. Changing our stereotypes requires that we accept to change, that we have contact with ideas or people who do not oblige to our stereotype and that we correct artificial and false information which support the stereotype.
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