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Psychological resistance, also known as psychological resistance to change, is the phenomenon often encountered in clinical practice in which patients either directly or indirectly exhibit paradoxical opposing behaviors in presumably a clinically initiated push and pull of a change process.
A related contrast is between push and pull motivation. Push motivation arises from unfulfilled internal needs and aims at satisfying them. For example, hunger may push an individual to find something to eat. Pull motivation arises from an external goal and aims at achieving this goal, like the motivation to get a university degree. [105]
Push and pull factors in migration according to Everett S. Lee (1917-2007) are categories that demographers use to analyze human migration from former areas to new host locations. Lee's model divides factors causing migrations into two groups of factors: push and pull.
One of the dilemmas included in the trolley problem: is it preferable to pull the lever to divert the runaway trolley onto the side track? The trolley problem is a series of thought experiments in ethics, psychology, and artificial intelligence involving stylized ethical dilemmas of whether to sacrifice one person to save a larger number.
“Psychology and neuroscience research has shown that images and videos that generate a sense of personal meaning can have deep emotional impacts.” ... The emotional pull of the videos and ...
[61] Pull motivation can be seen as the desire to achieve a goal so badly that it seems that the goal is pulling us toward it. That is why pull motivation is stronger than push motivation. It is easier to be drawn to something rather than to push yourself for something you desire. It can also be an alternative force when compared to negative force.
A push-pull-legs workout is a full-body program that splits your training over three days: an upper-body push day, an upper-body pull day, and a lower-body day, says Rothberg.
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...