attribution theory Flashcards

1
Q

define attribution

A

a perception of the reason for an outocme of an event

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2
Q

what are stable or unstable atrribution

A

likely or unlikely to change withing a short time period

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3
Q

what two charactoristics are on top of the box’s in weiners model

A

internal attribution, external attribution

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4
Q

what two characteristics are bisde the box’s in weiners model

A

stable attribution
unstable attribution

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5
Q

what are the four characteristics inside weiners model

A

ability, task difficulty
effort, luck

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6
Q

what is the locus of causality

A

where a performer places the reason for the win/loss

this can be either internal or external

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7
Q

what is the stability dimension

A

this describes how fixed the attributions are

this can be either stable (the reason is permanent) or unstable (can change within weeks or minutes)

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8
Q

what is self serving bias

A

attributing to internal attributes and failures to external attributes

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9
Q

what is learnt helplessness

A

using internal, stable reasons for losing

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10
Q

what is attribution retaining

A

changing the reasons given for success and failure

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11
Q

what is mastery orientation

A

state of mind when performer is high in confidence, believes in theor own ability and thinks success is repeatable , while failure is temporary and changeable

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12
Q

when might players need to have a self serving bias

A

to promote task persistence

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13
Q

how should a coach use self-serving bias

A
  • make players feel like a loss can be changed with more effort
  • suggesting they played well against a team that was simply better than them
    -never give reasons for a loss that are internal/stable as it might lead to a loss in motivation
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14
Q

characteristics of learned helplessness

A

a state of mind where performer feels that faiure is inevitable

they attribute ineffectively
self loathers
low self-efficacy
negative attitude
outcome/goal orientated
NAF mindset

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15
Q

what are some strategies to prevent learnt helplessness

A

set achievable goals
highlight previous successful performance
positive feedback
good demonstrations
stress management techniques
gradually increase task difficulty
aviod comparison to others

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