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The tendency for someone to act when faced with a problem even when inaction would be more effective, or to act when no evident problem exists. [88] [89] Additive bias: The tendency to solve problems through addition, even when subtraction is a better approach. [90] [91] Attribute substitution
In criminal law, an overt act is the one that can be clearly proved by evidence and from which criminal intent can be inferred, as opposed to a mere intention in the mind to commit a crime. [1] Such an act, even if innocent per se , can potentially be used as evidence against someone during a trial to show participation in a crime. [ 2 ]
For example, avoiding situations because you have unrealistic fears may initially reduce your anxiety, but it is non-productive in alleviating the actual problem in the long term. Maladaptive behavior is frequently used as an indicator of abnormality or mental dysfunction , since its assessment is relatively free from subjectivity .
Examples include bias introduced by the ownership of media, including a concentration of media ownership, the subjective selection of staff, or the perceived preferences of an intended audience. Assessing possible bias is one aspect of media literacy , which is studied at schools of journalism, university departments (including media studies ...
Passive-aggressive behavior is characterized by a pattern of passive hostility and an avoidance of direct communication. [1] [2] Inaction where some action is socially customary is a typical passive-aggressive strategy (showing up late for functions, staying silent when a response is expected). [2]
[2] [3] In a concerted action also known as concerted activity, [4] competitors exchange some information without reaching any explicit agreement, while conscious parallelism implies no communication. [1] [5] In both types of tacit collusion, competitors agree to play a certain strategy without explicitly saying so.
Common examples of workplace aggression include gossiping, bullying, intimidation, sabotage, sexual harassment, and physical violence. [5] These behaviors can have serious consequences, including reduced productivity, increased stress, and decreased morale. Workplace aggression can be classified as either active or passive.
The four-sides model also known as communication square or four-ears model is a communication model described in 1981 by German psychologist Friedemann Schulz von Thun. [2] [3] It describes the multi-layered structure of human utterances.