Hugs

The Need To Belong

WILSON!!!!!!!!!!!!!!

The Need to Belong

“[Man] is a social animal,” (Aristotle). Separation from others increases our

need to belong.

4“Cast Away,” Tom Hanks, suffers from social

starvation.

20th Century Fox/ D

reamw

orks/ The Kobal Collection

A. Aiding Survival

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Social bonds boosted our ancestors’ survival rates. These bonds led to the

following:

1. Protecting against predators, especially for the young.

2. Procuring food.3. Reproducing the next

offspring.

B. Wanting to Belong

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The need to belong colors our thinking and emotions.1.Social Acceptance: A sense of belonging with others increases our self-esteem. Social segregation decreases it.

C. Sustaining Relationships1. We resist

breaking social bonds, even bad ones.

• This can explain why some stay in extremely abusive relationships for fear of being alone.

Better Man by Pearl Jam

A funny take, but seriously

Pain of Ostracism

1. Ostracism: Social exclusion leads to demoralization, depression, and at times destructive behavior.

Jeremy Spoke in class todayKing Jeremy the Wicked

Jeremy by Pearl Jam

Social Networking“Poke Me: How Social Networks Can Both Help and Harm Our Kids,” by Larry Rosen (APA Lecture)

Potential adverse effects, including: Those who use Facebook •Teens more often show more narcissistic tendencies •Young adults show more signs of other psychological disorders, including antisocial behaviors, mania and aggressive tendencies. •can negatively impact learning

• students who checked Facebook at least once during a 15-minute study period achieved lower grades.

Daily overuse of media and technology make them more prone to anxiety, depression, and other psychological disorders.

Social Networking

“Poke Me: How Social Networks Can Both Help and Harm Our Kids,” by Larry Rosen (APA Lecture)

Potential positive effects, including: Those who use Facebook

•Young adults who spend more time on Facebook are better at showing “virtual empathy” to their online friends. •Can help introverted adolescents learn how to socialize behind the safety of various screens

Social networking can provide tools for teaching in compelling ways that engage young students.

Motivation at Work

Attitudes Towards Work

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1. Job: Necessary way to make money.

2. Career: Opportunity to advance from one position to another.

3. Calling: Fulfilling a socially useful activity.

Two decades from now you might be doing something that you never thought of.

People have different attitudes toward work. Some take it as a:

Indiana Kno’

Flow & Rewards

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Csikszentmihalyi (chick-SENT-me-hi)Flow - the experience between no work

and a lot of work. Flow marks immersion into one’s work.

People who “flow” in their work (artists, dancers, composers etc.) are driven less by extrinsic rewards (money, praise,

promotion) and more by intrinsic rewards.

Industrial-Organizational (I/O) Psychology

Applies psychological principles to the workplace.

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1. Personnel Psychology: Studies the principles of selecting and evaluating workers.

2. Organizational Psychology: Studies how work environments and management styles influence worker motivation, satisfaction, and productivity.

Harnessing Strengths

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Identifying people’s strengths: 1.Analytical2.Disciplined3.Eager to learn, etc.

Matching them to a particular area of work is the first step toward workplace effectiveness.

Interviews & Performance

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Interviewers are confident in their ability to predict long-term job performance.

However, informal interviews are less informative than standardized tests and past performance.

The Interviewer Illusion

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Interviewers often overrate their discernment.

1. Intention vs. Habits: Intensions matter, but long- lasting habits matter even more.

2. Successful Employees: Interviewers are more likely to talk about those employees that turned out successful.

3. Presumptions about Candidates: Interviewers presume (wrongly) that what we see (candidate) is what we get.

4. Preconceptions: An interviewer’s prior knowledge about the candidate may affect her judgment.

Structured Interview

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A formal and disciplined way of gathering information from the interviewee.

Structured interviews pinpoint strengths (attitudes, behaviors, knowledge, and

skills). The personnel psychologist may do the following:

1. Analyze the job.2. Script questions.3. Train the interviewer.

Achievement Motivation

A desire for significant accomplishments; for mastery of things, people, or ideas; for attaining a high standard.

Achievement Motivation• People who have LOW

achievement motivation prefer very easy or very difficult tasks.

• People with HIGH achievement motivation prefer moderately difficult tasks.

•Failure is unlikely of not embarrassing

•Success is attainable yet attributable to their skill and effort.

Why are some people highly motivated, while others are not?

• There are emotional and cognitive roots.

•Children learn to associate achievement with positive emotions.

•Children learn to associate achievement with expectations (intrinsic or extrinsic).

These structures are usually set in place by parents and teachers.

Strong argument for what playing a part in achievement motivation?

Nurture

Achievement MotivationWhat motivates us to work?(School, job, sports, video games, relationships etc..)

Intrinsic Motivators Extrinsic Motivators

• Rewards we get internally, such as enjoyment or satisfaction.

• Reward that we get for accomplishments from outside ourselves (grades or money or etc..)• Work great in the

short run.

Intrinsic Motivation

•A desire to perform a behavior for its own sake.

Extrinsic Motivation•A desire to perform

a behavior due to promised rewards or threats of punishment.

Cultivating Intrinsic Motivation

Industrial and Organizational Psychology• A subfield in psychology that focuses on how to help

organizations recruit, select, compensate and train employees.

•The object is to utilize the human factor in an organization to increase productivity.

Goal Setting Theory

Leadership StyleTask Leadership: goal oriented leadership that sets standards and organizes work.

Social Leadership: group oriented leadership that builds teamwork, mediates conflict and offers support .

Managing Well

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Every leader dreams of managing in ways that enhance people’s satisfaction,

engagement, and productivity in his or her organization.

Larry Brown offers 4-5 positive comments for every negative comment.

Ezra Shaw/ G

etty Im

ages

Leadership Perspectives

Theory XTheory Y

Theory X• Assumes that works are

basically lazy, error-prone, and extrinsically motivated by money.

•Must never be trusted and always be watched.

•To work more, they must be given money.

Theory Y• Assumes that, given

challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity.

Appraising Performance

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Appraising performance results in two things: 1) employee retention, and 2) the encouragement of better performance.