Wednesday, January 27, 2016

Social Psychology


Social Psychology

by Saul McLeod twitter icon published 2007

Social psychology is about understanding individual behavior in a social context.

Baron, Byrne & Suls (1989) define social psychology as ....“the scientific field that seeks to understand the nature and causes of individual behavior in social situations”. (p. 6).

It therefore looks at human behavior as influenced by other people and the social context in which this occurs.

Social psychologists therefore deal with the factors that lead us to behave in a given way in the presence of others, and look at the conditions under which certain behavior/actions and feelings occur. Social psychology is to do with the way these feelings, thoughts, beliefs, intentions and goals are constructed and how such psychological factors, in turn, influence our interactions with others.

Topics examined in social psychology include: the self concept, social cognition, attribution theory, social influence, group processes, prejudice and discrimination, interpersonal processes, aggression, attitudes and stereotypes.

History of Social Psychology

Early Influences

Aristotle believed that humans were naturally sociable, a necessity which allows us to live together (an individual centered approach), whilst Plato felt that the state controlled the individual and encouraged social responsibility through social context (a socio-centered approach).

Hegel (1770–1831) introduced the concept that society has inevitable links with the development of the social mind. This led to the idea of a group mind, important in the study of social psychology.

Lazarus & Steinthal wrote about Anglo-European influences in 1860. “Volkerpsychologie” emerged, which focused on the idea of a collective mind. It emphasized the notion that personality develops because of cultural and community influences, especially through language, which is both a social product of the community as well as a means of encouraging particular social thought in the individual. Therefore Wundt (1900–1920) encouraged the methodological study of language and its influence on the social being.

Early Texts

Texts focusing on social psychology first emerged at the start of the 20th century. The first notable book in English was published by McDougall in 1908 (An Introduction to Social Psychology), which included chapters on emotion and sentiment, morality, character and religion, quite different to those incorporated in the field today. He believed that social behavior was innate/instinctive and therefore individual, hence his choice of topics. This belief is not the principle upheld in modern social psychology, however.

Allport’s work (1924) underpins current thinking to a greater degree, as he acknowledged that social behavior results from interactions between people. He also took a methodological approach, discussing actual research and emphasizing that the field was one of a “science … which studies the behavior of the individual in so far as his behavior stimulates other individuals, or is itself a reaction to this behavior” (1942: p. 12). His book also dealt with topics still evident today, such as emotion, conformity and the effects of an audience on others.

Murchison (1935) published The first handbook on social psychology was published by Murchison in 1935. Murphy & Murphy (1931/37) produced a book summarizing the findings of 1,000 studies in social psychology. A text by Klineberg (1940) looked at the interaction between social context and personality development by the 1950s a number of texts were available on the subject.

Journal Development

• 1950s – Journal of Abnormal and Social Psychology

• 1963 – Journal of Personality, British Journal of Social and Clinical Psychology

• 1965 – Journal of Personality and Social Psychology, Journal of Experimental Social Psychology

• 1971 – Journal of Applied Social Psychology, European Journal of Social Psychology

• 1975 – Social Psychology Quarterly, Personality and Social Psychology Bulletin

• 1982 – Social Cognition

• 1984 – Journal of Social and Personal Relationships

Early Experiments

There is some disagreement about the first true experiment, but the following are certainly among some of the most important. Triplett (1898) applied the experimental method to investigate the performance of cyclists and schoolchildren on how the presence of others influences overall performance – thus how individual’s are affected and behave in the social context.

By 1935 the study of social norms had developed, looking at how individuals behave according to the rules of society. This was conducted by Sherif (1935).

Lewin et al. then began experimental research into leadership and group processes by 1939, looking at effective work ethics under different styles of leadership.

Later Developments

Much of the key research in social psychology developed following World War II, when people became interested in the behavior of individuals when grouped together and in social situations. Key studies were carried out in several areas.

Some studies focused on how attitudes are formed, changed by the social context and measured to ascertain whether change has occurred. Amongst some of the most famous work in social psychology is that on obedience conducted by Milgram in his “electric shock” study, which looked at the role an authority figure plays in shaping behavior. Similarly, Zimbardo’s prison simulation notably demonstrated conformity to given roles in the social world.

Wider topics then began to emerge, such as social perception, aggression, relationships, decision making, pro social behavior and attribution, many of which are central to today’s topics and will be discussed throughout this website.

Thus the growth years of social psychology occurred during the decades following the 1940s.

Social Psychology Key Figures

Allport (1920) – Social Facilitation

Allport introduced the notion that the presence of others (the social group) can facilitate certain behavior. It was found that an audience would improve an actors’ performance in well learned/easy tasks, but leads to a decrease in performance on newly learned/difficult tasks due to social inhibition.

Bandura (1963) – Social Learning Theory

Bandura introduced the notion that behavior in the social world could be modeled. Three groups of children watched a video where an adult was aggressive towards a ‘bobo doll’, and the adult was either just seen to be doing this, was rewarded by another adult for their behavior or were punished for it. Children who had seen the adult rewarded were found to be more likely to copy such behavior.

Festinger (1950) – Cognitive Dissonance

Festinger, Schacter and Black brought the idea that when we hold beliefs, attitudes or cognitions which are different, then we experience dissonance – this is an inconsistency that causes discomfort. We are motivated to reduce this by either changing one of our thoughts, beliefs or attitudes or selectively attending to information which supports one of our beliefs and ignores the other (selective exposure hypothesis).

Dissonance occurs when there are difficult choices or decisions, or when people participate in behavior that is contrary to their attitude. Dissonance is thus brought about by effort justification (when aiming to reach a modest goal), induced compliance (when people are forced to comply contrary to their attitude) and free choice (when weighing up decisions).

Tajfel (1971) – Social Identity Theory

When divided into artificial (minimal) groups, prejudice results simply from the awareness that there is an “out-group” (the other group). When the boys were asked to allocate points to others (which might be converted into rewards) who were either part of their own group or the out-group, they displayed a strong in-group preference. That is, they allocated more points on the set task to boys who they believed to be in the same group as themselves. This can be accounted for by Tajfel & Turner’s social identity theory, which states that individuals need to maintain a positive sense of personal and social identity: this is partly achieved by emphasizing the desirability of one’s own group, focusing on distinctions between other “lesser” groups.

Weiner (1986) – Attribution theory

Weiner was interested in the attributions made for experiences of success and failure and introduced the idea that we look for explanations of behavior in the social world. He believed that these were made based on three areas: locus, which could be internal or external; stability, which is whether the cause is stable or changes over time: and controllability.

Milgram (1963) – Shock Experiment
Participants were told that they were taking part in a study on learning, but always acted as the teacher when they were then responsible for going over paired associate learning tasks. When the learner (a stooge) got the answer wrong, they were told by a scientist that they had to deliver an electric shock. This did not actually happen, although the participant was unaware of this as they had themselves a sample (real!) shock at the start of the experiment. They were encouraged to increase the voltage given after each incorrect answer up to a maximum voltage, and it was found that all participants gave shocks up to 300v, with 65 per cent reaching the highest level of 450v.

It seems that obedience is most likely to occur in an unfamiliar environment and in the presence of an authority figure, especially when covert pressure is put upon people to obey. It is also possible that it occurs because the participant felt that someone other than themselves was responsible for their actions.

Haney, Banks, Zimbardo (1973) – Prison Study
Volunteers took part in a simulation where they were randomly assigned the role of a prisoner or guard and taken to a converted university basement resembling a prison environment. There was some basic loss of rights for the prisoners, who were unexpectedly arrested, given a uniform and an identification number (they were therefore deindividuated).

The study showed that conformity to social roles occurred as part of the social interaction, as both groups displayed more negative emotions and hostility and dehumanization became apparent. Prisoners became passive, whilst the guards assumed an active, brutal and dominant role. Although normative and informational social influence had a role to play here, deindividuation/the loss of a sense of identity seemed most likely to lead to conformity.

Both this and Milgram’s study introduced the notion of social influence, and the ways in which this could be observed/tested.

Summary Table

Key Features Methodology

Social Roles
Nurture
Conformity
Objective Measurement
Nomothetic



Lab Experiments
Field Experiments
Questionnaires
Observations
Ethical Considerations

Basic Assumptions Areas of Application

All behavior occurs in a social context, even when nobody else is physically present
A major influence on people's behavior, thought processes and emotions are other people and the society they have created



Social Influence: conformity, obedience
Social Cognition: social identity, attitudes, stereotypes, attribution
Social Behaviour: discrimination, relationships, pro-social
Social Development: attachment, self-concept

Strengths Limitations

Scientific
Emphasizes objective measurement
Many experiments to support theories



Ignores biology (e.g. testosterone)
Underestimates individual differences
Provides only 'superficial snapshots of social processes' (Hayes, 1995)

References

Allport, F. H. (1920). The influence of the group upon association and thought. Journal of Experimental Psychology, 3(3), 159.

Allport, F. H. (1924). Response to social stimulation in the group. Social psychology, 260-291.

Allport, F. H. (1942). Methods in the study of collective action phenomena. The Journal of Social Psychology, 15(1), 165-185.

Bandura, A., Ross, D., & Ross, S. A. (1963). Vicarious reinforcement and imitative learning. The Journal of Abnormal and Social Psychology, 67(6), 601.

Baron, R. A., Byrne, D., & Suls, J. (1989). Attitudes: Evaluating the social world. Baron et al, Social Psychology. 3rd edn. MA: Allyn and Bacon, 79-101.

Festinger, L., Schachter, S., & Back, K. (1950). Social processes in informal groups.

Haney, C., Banks, W. C., & Zimbardo, P. G. (1973). Study of prisoners and guards in a simulated prison. Naval Research Reviews, 9(1-17).

Klineberg, O. (1940). The problem of personality.

Krewer, B., & Jahoda, G. (1860). On the scope of Lazarus and Steinthals “Völkerpsychologie" as reflected in the. Zeitschrift für Völkerpsychologie und Sprachwissenschaft, 1890, 4-12.

Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created “social climates". The Journal of Social Psychology, 10(2), 269-299.

Mcdougall, W. (1908). An introduction to social psychology. Londres: Methuen.

Milgram, S. (1963). Behavioral study of obedience. The Journal of Abnormal and Social Psychology, 67(4), 371.

Murchison, C. (1935). A handbook of social psychology.

Murphy, G., & Murphy, L. B. (1931). Experimental social psychology.

Sherif, M. (1935). A study of some social factors in perception. Archives of Psychology (Columbia University).

Tajfel, H., Billig, M. G., Bundy, R. P., & Flament, C. (1971). Social categorization and intergroup behaviour. European journal of social psychology, 1(2), 149-178.

Triplett, N. (1898). The dynamogenic factors in pacemaking and competition. American journal of Psychology, 9(4), 507-533.

Weiner, B. (1986). An attributional theory of motivation and emotion. New York: Springer-Verlag.

How to cite this article:

McLeod, S. A. (2007). Social Psychology. Retrieved from www.simplypsychology.org/social-psychology.html

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Prophecy from our Man of God, Rev. Dr Chris Oyakhilome 2016 year of Spreading:


Thus said the spirit of God
I have put my spirit inside you like a burning amber
And it shall glow, It shall glow
You shall not be able to rest, you will not be able to rest.
And with this burning amber that is in you, I give you a mission to pass it on, pass it on, pass it on.
That everyone around you will burn with the fire, will burn with the fire.
I have sent you because I have raised you.
You have gone through different experiences for you to know that you are called and you have been chosen.
No one will be able to withstand you.
I have given you the hearts of the people with you to be knit with you.
Don't let them jog, the don't let them walk, don't let then run
Cause them to fly, cause them to fly, Because the wind is under seals
The wind is under your wings, fly with my spirit
I have given you money,
I have given you gold,
I have given you diamonds
I have given you jewels ,
I have given you money that is not currency
I have given you money that will not be affected by the flactuations of the world commerce
You will be bigger than the exchange rate,
You are bigger than all exchange rates,
You are bigger than all commodities, You bigger than all trading markets,
You are bigger than stock exchange
Do not see yourself dictated to by the currencies of the world Because, you are not walking by currency, you are walking by the spirit
Any figure you decide, it is yours
Walk in the billions
Walk in trillions
Don't walk in millions,
Don't walk in millions,
Don't walk in millions in any currency
Talk in billions,
Talk in billions
Don't talk in cars
Talk in aircrafts
Don't talk about what your eyes can see
Talk about what you see in your heart
Whatever you see I've given to you. I've given to you and your men. I have given to you and your people.
You will tremble upon the nations
You will tread upon the nations
And they shall say what manner of men are these
What manner of men are these
And because of the wealth you will display, they will investigate you and your men
They will speak evil against you
They will accuse you
They will say you have stolen
They will say you are aligned to dark forces
Because the have not seen the kind of wealth that you will display
The Haven Nation will display wealth untold
The Haven Nation will display wealth un-imagined
The Haven Nation will be synonymous with wealth Synonymous with wealth
Folks have not seen this type of wealth
They will try to slow how you are doing
But they can not understand, they can not understand
They will never be able to understand you
They will never be able to understand you
They will never be able to understand you
See with the eyes of your spirit
See with the eyes of your heart
And find out the secret things
Never fear, never fear
Don't fear figures
I'll given you money, more than the headphones can have
More than the economics of the world can see
Don't fear figures
You are mine thus said the Lord.
Spreading Everywhere!! Glorrrrrrryyy!

Managing the Chinese way

An executive with 20 years of experience in China says that to succeed there, leaders must learn to think differently and devote particular attention to people.

July 2013 | byNandani Lynton

Despite decades of experience in China, many organizations still struggle to identify and select executives who will make a tangible impact there. My research and experience suggest that companies can do better by focusing on two crucial skills—an ability to read the external environment and an understanding of what makes employees tick—and on a tough truth: a generational challenge is making the talent equation more complex.
Everything is political. Being effective in China means realizing that everything is political. Executives must have a keen grasp of political and social trends so they can position their business strategies and communications within that landscape. One example is the reframing of proposals for corporate-social-responsibility initiatives, to promote the “harmonious society” when that was proclaimed as a government priority.
Executives must develop a nonmarket business strategy, as well as the usual market strategy, for China. The nonmarket strategy includes plans for building a network that intersects with the government, business partners, suppliers, customers, and other industry and public stakeholders.
Successful executives develop their intuition, are receptive to learning from Chinese patterns, and thus begin to think and behave differently. The sort of linear analysis generally favored in the West divides a problem into its component parts and seeks rational solutions. Intuitive thinkers seek patterns and relationships between a problem and its context, including contradictions. “The Chinese don’t polarize—it’s the last thing a Chinese would do; we get moving instead,” says the Chinese head of a global life-sciences company.
Everything is personal. Managers in China need to pay more personal attention to staff and colleagues than managers in many other cultures do. The head of China operations for a major global manufacturing concern says he does his e-mails and reports during the evening because during the day he needs to talk with employees or meet external stakeholders. In China, leadership is a contact sport.
Senior leaders too often succumb to time pressures and put the wrong candidate in charge. One European retailer, for example, chose a manager to head up its China operations who had an excellent track record in his home market but lacked any experience outside Europe and was a poor listener. Within months, relationships with the retailer’s Chinese joint-venture partner were shaky, several well-qualified Europeans had resigned, and staffing was behind schedule. Employees said the executive did not care about their observations and ideas, expected the staff only to follow his instructions, and did not listen to customer feedback. After two years, the executive was replaced, but the damage was done and the operations closed 18 months later.
To keep capable staff from becoming disengaged, demotivated, and disinclined to share important information gleaned from interactions with customers and suppliers, the best companies have a culture, set from the top, of working toward common goals in a spirit of mutual respect.
It’s getting harder. The talent challenge for multinational companies in China has intensified since the generation born in the 1980s began to take on managerial responsibility. As a result of the government’s one-child policy and the uneven pattern of higher education, many businesses are facing a shortage of capable young executives. Moreover, the new generation of leaders demands both purpose and work–life balance, and no longer automatically accepts hierarchy in the workplace. The best way to retain these leaders is to have role models who inspire commitment—which makes it even more important to select leaders who can read and respond sincerely to their stakeholders.
About the author
Nandani Lynton is director of leadership development at Maersk Group, in Copenhagen, and visiting professor of management at China Europe International Business School, in Shanghai. Based in China for 20 years, she is the author of the report Ain’t Misbehaving: Labours and Loves of China’s Gen Y (CLSA University Blue Books, May 2011).

An executive with 20 years of experience in China says that to succeed there, leaders must learn to think differently and devote particular attention to people


An executive with 20 years of experience in China says that to succeed there, leaders must learn to think differently and devote particular attention to people.

July 2013 

Despite decades of experience in China, many organizations still struggle to identify and select executives who will make a tangible impact there. My research and experience suggest that companies can do better by focusing on two crucial skills—an ability to read the external environment and an understanding of what makes employees tick—and on a tough truth: a generational challenge is making the talent equation more complex.
Everything is political. Being effective in China means realizing that everything is political. Executives must have a keen grasp of political and social trends so they can position their business strategies and communications within that landscape. One example is the reframing of proposals for corporate-social-responsibility initiatives, to promote the “harmonious society” when that was proclaimed as a government priority.
Executives must develop a nonmarket business strategy, as well as the usual market strategy, for China. The nonmarket strategy includes plans for building a network that intersects with the government, business partners, suppliers, customers, and other industry and public stakeholders.
Successful executives develop their intuition, are receptive to learning from Chinese patterns, and thus begin to think and behave differently. The sort of linear analysis generally favored in the West divides a problem into its component parts and seeks rational solutions. Intuitive thinkers seek patterns and relationships between a problem and its context, including contradictions. “The Chinese don’t polarize—it’s the last thing a Chinese would do; we get moving instead,” says the Chinese head of a global life-sciences company.
Everything is personal. Managers in China need to pay more personal attention to staff and colleagues than managers in many other cultures do. The head of China operations for a major global manufacturing concern says he does his e-mails and reports during the evening because during the day he needs to talk with employees or meet external stakeholders. In China, leadership is a contact sport.
Senior leaders too often succumb to time pressures and put the wrong candidate in charge. One European retailer, for example, chose a manager to head up its China operations who had an excellent track record in his home market but lacked any experience outside Europe and was a poor listener. Within months, relationships with the retailer’s Chinese joint-venture partner were shaky, several well-qualified Europeans had resigned, and staffing was behind schedule. Employees said the executive did not care about their observations and ideas, expected the staff only to follow his instructions, and did not listen to customer feedback. After two years, the executive was replaced, but the damage was done and the operations closed 18 months later.
To keep capable staff from becoming disengaged, demotivated, and disinclined to share important information gleaned from interactions with customers and suppliers, the best companies have a culture, set from the top, of working toward common goals in a spirit of mutual respect.
It’s getting harder. The talent challenge for multinational companies in China has intensified since the generation born in the 1980s began to take on managerial responsibility. As a result of the government’s one-child policy and the uneven pattern of higher education, many businesses are facing a shortage of capable young executives. Moreover, the new generation of leaders demands both purpose and work–life balance, and no longer automatically accepts hierarchy in the workplace. The best way to retain these leaders is to have role models who inspire commitment—which makes it even more important to select leaders who can read and respond sincerely to their stakeholders.
About the author
Nandani Lynton is director of leadership development at Maersk Group, in Copenhagen, and visiting professor of management at China Europe International Business School, in Shanghai. Based in China for 20 years, she is the author of the report Ain’t Misbehaving: Labours and Loves of China’s Gen Y (CLSA University Blue Books, May 2011).

Chinese Management Style



China:

In Confucian philosophy, all relationships are deemed to be unequal. Ethical behaviour demands that these inequalities are respected. Thus, the older person should automatically receive respect from the younger, the senior from the subordinate. This Confucian approach should be seen as the cornerstone of all management thinking and issues such as empowerment and open access to all information are viewed by the Chinese as, at best, bizarre Western notions.

(It should be borne in mind that many people in China - as well as in many other Asian countries - see the lack of observance of hierarchical values as the root cause of the 'problems of the West.' These problems include the twin Western diseases of moral degeneration and the anarchic idea that an individual is more important than the group to which they belong.)

Thus, in China, management style tends towards the directive, with the senior manager giving instructions to their direct reports who in turn pass on the instructions down the line. It is not expected that subordinates will question the decisions of superiors - that would be to show disrespect and be the direct cause of loss of face (mianzi) for all concerned.

The manager should be seen as a type of father figure who expects and receives loyalty and obedience from colleagues. In return, the manager is expected to take an holistic interest in the well-being of those colleagues. It is a mutually beneficial two-way relationship.

Senior managers will often have close relations to the Communist Party and many business decisions are likely to be scrutinised by the party which is often the unseen force behind many situations.

It is often said that China has a lack of good-quality, experienced managers - this is typical of a rapidly growing and modernising economy - and that the good managers who are available are very expensive (even by Western standards.) This places enormous emphasis on any company's recruitment and retention policies - you have to be able to recruit the best and then keep them.

Motivation: Concept and Significance of Motivation By Iamshalomshalom

Motivation: Concept and Significance/Importance of Motivation!
Concept of Motivation:

The term motivation is derived from the word ‘motive”. The word ‘motive’ as a noun means an objective, as a verb this word means moving into action. Therefore, motives are forces which induce people to act in a way, so as to ensure the fulfillment of a particular human need at a time. Behind every human action there is a motive. Therefore, management must provide motives to people to make them work for the organization.

Motivation may be defined as a planned managerial process, which stimulates people to work to the best of their capabilities, by providing them with motives, which are based on their unfulfilled needs.

“Motivation means a process of stimulating people to action to accomplish desired goods.” —William G. Scott

“Motivation is the process of attempting to influence others to do your will through the possibility of gain or reward.” — Flippo

Motivation is, in fact, pressing the right button to get the desired human behaviour.

Motivation is no doubt an essential ingredient of any Organisation. It is the psychological technique which really executes the plans and policies through the efforts of others.

Following are the outstanding Features of the concept of motivation:

1. Motivation is a personal and internal feeling:

Motivation is a psychological phenomenon which generates within an individual.

2. Motivation is need based:

If there are no needs of an individual, the process of motivation fails. It is a behavioural concept that directs human behaviour towards certain goals.

3. Motivation is a continuous process:

Because human wants are unlimited, therefore motivation is an ongoing process.

4. Motivation may be positive or negative:

A positive motivation promotes incentives to people while a negative motivation threatens the enforcement of disincentives.

5. Motivation is a planned process:

People differ in their approach, to respond to the process of motivation; as no two individuals could be motivated in an exactly similar manner. Accordingly, motivation is a psychological concept and a complex process.

6. Motivation is different from job satisfaction:

The process of motivation is illustrated in the figure given below:

Figure 15.1 shows an employee has a need or urge for promotion to a higher position. If this need is strong, the employee will fix his goal and find alternatives to reach the goal. The might have two alternatives, namely, (i) hard work and (ii) enhancement of qualification (e.g., getting MBA) and hard work.

The Process of Motivation

He might choose the second alternative and succeed in getting promotion (goal achievement) thus, his need for promotion would be satisfied and he would start again for the satisfaction of a new need.
Significance/Importance of Motivation:

Motivation is an integral part of the process of direction.

While directing his subordinate, a manager must create and sustain in them the desire to work for the specified objectives:
1. High Efficiency:

A good motivational system releases the immense untapped reservoirs of physical and mental capabilities. A number of studies have shown that motivation plays a crucial role in determining the level of performance. “Poorly motivated people can nullify the soundest organisation.” said Allen.

By satisfying human needs motivation helps in increasing productivity. Better utilisation of resources lowers cost of operations. Motivation is always goal directed. Therefore, higher the level of motivation, greater is the degree of goal accomplishment.
2. Better Image:

A firm that provides opportunities for financial and personal advancement has a better image in the employment market. People prefer to work for an enterprise because of opportunity for development, and sympathetic outlook. This helps in attracting qualified personnel and simplifies the staffing function.
3. Facilitates Change:

Effective motivation helps to overcome resistance to change and negative attitude on the part of employees like restriction of output. Satisfied workers take interest in new organisational goals and are more receptive to changes that management wants to introduce in order to improve efficiency of operations.
4. Human Relations:

Effective motivation creates job satisfaction which results in cordial relations between employer and employees. Industrial disputes, labour absenteeism and turnover are reduced with consequent benefits. Motivation helps to solve the central problem of management, i.e., effective use of human resources. Without motivation the workers may not put their best efforts and may seek satisfaction of their needs outside the organisation.

The success of any organisation depends upon the optimum utilisation of resources. The utilisation of physical resources depends upon the ability to work and the willingness to work of the employees. In practice, ability is not the problem but necessary will to work is lacking. Motivation is the main tool for building such a will. It is for this reason that Rensis Likert said, “Motivation is the core of management.” It is the key to management in action.

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Balance intrinsic and extrinsic motivation for success



This is an excerpt from Inside Sport Psychology by Costas I. Karageorghis and Peter C. Terry.

There are two main sources of motivation. Generally speaking, motivation can come from the outside, such as the motivation to win medals, receive financial rewards, and attract attention from the media. This is known as external, or extrinsic, motivation because it involves participation in sport for some kind of reward that is external to the process of participation. On the other hand, athletes who participate because they enjoy the process—that is, they find sport interesting, stimulating, and enjoyable without being preoccupied by external rewards—are predominantly internally, or intrinsically, motivated. Exercise 2.3 will assist you in applying concepts of intrinsic and extrinsic motivation to your own sport participation.

Intrinsic motivation is closely allied to the fundamental motivation to learn and acquire new skills. The building blocks, or psychological needs, that underlie intrinsic motivation are the need to determine one’s behavior (what psychologists term self-determination), the need to feel competent, and the need for relatedness, or to have meaningful relationships with other people. When these basic needs are satisfied, high intrinsic motivation results and athletes are stimulated by their participation in sport; they strive to learn new skills and improve their performance.

Many athletes and coaches ask us to identify the main difference between intrinsic motivation and self-motivation (which you assessed previously). Intrinsic motivation is about enjoyment and immersion in an activity, whereas self-motivation can involve an internal pressure to perform well, which is part of personality. Intrinsic motivation comes with a complete absence of any internal or external pressure to perform well. Most people can recall a time from their childhood when they were playing a game with friends that was so enjoyable that they were entirely engrossed in what they were doing; it didn’t matter who won the game, and the time just flew by because they were having such a great time.

Our own research has shown that athletes who have the best motivational outcomes, such as persistence, a positive attitude, and unflinching concentration, tend to be both extrinsically and intrinsically motivated. Athletes who are predominantly extrinsically motivated tend to become discouraged when they do not perform to expectations and can experience a downturn in form. Conversely, athletes who are predominantly intrinsically motivated often do not have the competitive drive to become champions. This is because they tend to enjoy mastering the tasks that comprise their chosen discipline, but they lack a strong competitive streak in their personalities.

What we have just said about the combination of extrinsic and intrinsic motives does not hold for young athletes, and in particular prepubescent athletes. Coaches should be aware that fostering intrinsic motives brings about the best psychological outcomes for children. Many parents are responsible for causing their offspring to drop out of sport prematurely because they place such an overt emphasis on winning that participation just isn’t fun.

Coaches and parents should work together to create a positive motivational climate for young athletes. Research has shown that the motivational climate can be performance oriented, which means focused on social comparison and winning, or mastery oriented, which means focused on self-referenced goals and feelings of competence. The latter type of climate is by far better for young athletes. They need time to fully master the skills involved in their sport without the pressures of winning and constantly comparing themselves to others. Important lessons for children to learn are that increased effort enhances their performance and that sport is essentially a fun activity.

For adult athletes, high performance levels may be stimulated partly by the tangible rewards that sport provides, but still the emphasis should be on the fun associated with participation. On balance, it is much more important to be high in intrinsic motivation than to be high in extrinsic motivation. In the long run, extrinsic motivation is only effective when intrinsic motivation is high. Being driven solely by extrinsic motives is not psychologically healthy because the lack of intrinsic rewards can lead you to quit or seriously question your involvement. Having intrinsic motivation helps you get through dry patches in your career and keeps the emphasis on having fun. As the old Russian saying advises, you should take time to smell the roses!

Exercise 2.3 Extrinsic Versus Intrinsic Motivation

Reflect for a moment on what motivates you to be an athlete. Write down your ideas on a sheet of paper and study them. Most likely your list includes both intrinsic and extrinsic motives. For example, you might desire fame and fortune through your participation in sport, but at the same time, you may genuinely enjoy being involved in the day-to-day routines of training, strict diet, and competition. Such a mix of motives is typical of most successful athletes.

Now see if you can group your motives under two columns labeled Extrinsic Motives and Intrinsic Motives.
Flow

The highest level of intrinsic motivation is known as flow. Flow is typified by complete immersion in an activity to the point that nothing else seems to matter. Hungarian psychologist Professor Mihaly Csikszentmihalyi has led much of the work in this exciting area, which has intrigued sport psychology researchers in recent years.

Flow occurs when there is a perfect match between the perceived demands of an activity and the perceived ability to meet the demands. During flow, you lose self-consciousness and become one with the activity. This creates a state in which you are intrinsically rewarded by the movement patterns involved. Flow is seen as the ultimate experience among the sporting community. Many athletes and coaches refer to flow as being “in the zone,” “on song,” or “in the groove.” It is an optimal psychological state and a deeply pleasurable experience.

Flow can enrich your life and make you want to persist at your chosen disciplines with greater intensity. Many interventions designed to promote flow are detailed in later chapters of this book, but we have included some introductory flow exercises here. You will need a pen and paper to complete them.
Flow Tip 1: Create an Immersion Effect

Sit down in a place where you are unlikely to be disturbed. Close your eyes and take a few long, slow, deep breaths, inhaling through your nose and exhaling through your mouth until you feel completely relaxed. Recall a time when you were performing at the very peak of your ability, when everything just seemed to click into place. Spend a few minutes trying to recall every detail about that experience. When the experience feels really lifelike and you are entirely immersed in it, open your eyes and write down everything that characterized it: how you felt inside, what you were thinking, how other people were reacting to your movements, how you were controlling the environment, and so on. Likely, your mind was completely clear and you were focused entirely on the task at hand. Using your checklist, recall the feelings associated with peak performance and flow just prior to your next performance. Engaging in this process will enhance the likelihood of your entering a flow state.
Flow Tip 2: Plan and Chart Progress

We noted earlier how important it is to have clear goals. It is now widely recognized that the most effective way to set goals is to have some overarching objectives (e.g., winning an Olympic medal) that are underscored by numerous medium-term and short-term process goals. It is no coincidence that the secret to entering flow is to immerse yourself in the process of your activity. Over time, persistent focus on the process brings about successful outcomes such as winning Olympic gold medals. By process, we are referring to the nuts and bolts of your discipline—mastering the skills, working on your mental toughness, and attaining appropriate fitness levels. We suggest that you keep a training or activity diary in which you list your major goals on the first page and strategize, review, and monitor your progress from day to day, week to week, and month to month on subsequent pages. Be sure to adjust your initial goals if they turn out to be either unrealistic or too easy. Many athletes like to check off goals achieved as they progress through each week because this gives them a sense of accomplishment. The next time you go into a training session, be sure to have recorded in advance exactly what you expect to achieve. Get into the habit of making brief notes before and after each training session to keep you firmly focused on the most important components of your performance. Don’t just think it, ink it!
Flow Tip 3: Use Positive Self-Talk

Positive self-talk is one of the most tried and tested strategies among sport psychology interventions. It is used to maintain concentration and to induce optimal arousal. We use three types of self-talk in our work with athletes. The first type is known as task-relevant self-talk, and as the name suggests, it involves a focus on the task at hand. A professional boxer uses the statement Guard up, chin down to reinforce his posture. The second type is known as mood-related self-talk, which should affect the way you feel (see also chapters 3 and 5). A female rugby player came up with Wham bam thank you ma’am! to encapsulate the ease with which she would dispossess her opponents of the ball. The third type is known as a positive self-affirmation statement. The most famous exponent of this type was the great Muhammad Ali, who told himself “I am the greatest” so many times that even his opponents became convinced of it.
Flow Tip 4: Seeing Is Believing

All great achievers in history are characterized by having a clear vision of what they wanted to achieve; as the old Chinese proverb goes, “If you chase two rabbits, you will catch neither.” Structured imagery, or visualization, is the key that will unlock your potential and turn your dreams into reality (see chapter 7 for more detail). Imagery allows you to see in your mind’s eye the outcomes you wish to bring about. By recreating these outcomes using multisensory images (sight, sound, touch), you greatly increase the chance of attaining superior performance because images program muscles. The more vividly you can create images and the better you engage each of your senses, the more effectively you will prime your muscles for superior performance. This holds true in all spheres of human achievement.
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