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Under the controversy of person–situation debate, situationism is the theory that changes in human behavior are factors of the situation rather than the traits a person possesses. [1] Behavior is believed to be influenced by external, situational factors rather than internal traits or motivations.
The person–situation debate in personality psychology refers to the controversy concerning whether the person or the situation is more influential in determining a person's behavior. Personality trait psychologists believe that a person's personality is relatively consistent across situations. [ 1 ]
They found that situational strength had to be the mediator between the two. An example they provided is that an employer would use situational strength to understand that the more satisfied an employee is the better their performance is, and the opposite the less satisfied an employee is the worse their performance is.
Dispositional attribution (or internal attribution or personal attribution) is a phrase in personality psychology that refers to the tendency to assign responsibility for others' behaviors due to their inherent characteristics, such as their personality, beliefs, or ability, instead of attributing it to external (situational) influences such as the individual's environment or culture. [1]
Schematic of diathesis–stress model. The diathesis-stress model, also known as the vulnerability–stress model, is a psychological theory that attempts to explain a disorder, or its trajectory, as the result of an interaction between a predispositional vulnerability, the diathesis, and stress caused by life experiences.
Elliot Aronson (born January 9, 1932) is an American psychologist who has carried out experiments on the theory of cognitive dissonance and invented the Jigsaw Classroom, a cooperative teaching technique that facilitates learning while reducing interethnic hostility and prejudice.
Situational Leadership is the idea that effective leaders adapt their style to each situation. No one style is appropriate for all situations. Leaders may use a different style in each situation, even when working with the same team, followers or employees. Most models use two dimensions on which leaders can adapt their style:
While situated cognition gained recognition in the field of educational psychology in the late twentieth century, [3] it shares many principles with older fields such as critical theory, [4] [5] anthropology (Jean Lave & Etienne Wenger, 1991), philosophy (Martin Heidegger, 1968), critical discourse analysis (Fairclough, 1989), and sociolinguistics theories (Bakhtin, 1981) that rejected the ...