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LBC > II: Motivation > Flashcards

II: Motivation Flashcards

1
Q

What moves human beings?

A

Motives are causes of and reasons for behavior

  • ->Conscious and unconscious forces that incite a person to act (or sometimes not act)
  • ->Also reasons for behaviors (rational explanations)

Intimately linked to learning

Closely tied to emotion

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2
Q

Reflexes

A

Simple unlearned acts that occur in responses to specific stimuli
–>Mostly have survival value (sucking, swallowing, withdrawing from pain, Moro effect)

Orienting Reflex—general tendency to respond to new stimuli by becoming more alert
–>Occurs in response to novelty; as novel becomes familiar, orienting response decreases

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3
Q

Reflexes as Motives

A

How adequate are reflexes as an explanation for human behavior? Motives?

Strengths?

Weaknesses and limitations?

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4
Q

Psychological Hedonism

A
  • Drawn to that which is pleasurable
  • Try to avoid that which is unpleasant

Seems like a logical general explanation for most human behavior

Strengths? Limitations?

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5
Q

Drive Reduction Theory

A

Motives are drives that urge an individual to act

- Drive is a tendency to behave because of an unsatisfied need
- Need food --> Hunger drive --> Motivates behavior
- Primary physiological motives: hunger, thirst, & sex

Also psychological needs

  • Affection, belonging, achievement, independence, social recognition, self-esteem
  • Compared to physiological needs, relatively insatiable
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6
Q

Problems in Drive Theory Paradise

A

Many behaviors have no possibility of immediate or even delayed satisfaction of a need

Internal urges don’t fully explain human behavior

  • People eat too much
  • Rats run faster primed with a taste of food

External influences play a role in motivation

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7
Q

Incentive Motivation

A

Examines the value of the goal or reward

  • High incentive value—very powerful motivator
  • Low incentive value—not motivating at all

Involves cognitive processes

  • Setting goals
  • Anticipating rewards
  • Estimating value

Return to goals and incentives later

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8
Q

Arousal Theory

A

Arousal has psychological and physiological aspects
-Two psychological dimensions
–>Tension level from great calmness to panic
–>Energy level or degree of alertness
Physiological component
-Increased heart rate
-EEG activity (alpha activity to beta activity)

Results in a curvilinear with motivation and emotion

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9
Q

Yerkes-Dodson Law

A

X-Axis: level of arousal, Y-Axis: quality of performance. Bell-shaped curve.

In this order on the curve…

Sleep (lowest level at low end of arousal)
Boredom (slowly rising)
Mild alertness (rising a bit more)
Optimal level (the PEAK of performance!)
Stress (slowly falling)
Anxiety (falling a bit more)
Panic (lowest level at high end of arousal)

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10
Q

Hebb’s Arousal Theory

A

Based on Yerkes-Dodson Law

Two key assumptioms:

  1. The optimal level of arousal differs by task
  2. Individuals behave in ways that maintain the level of arousal most appropriate for ongoing behaviors

Implications in a therapy setting?

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11
Q

Theory of Cognitive Dissonance

A

Dissonance results when in possession of two contradictory pieces of information

Dissonance leads to increased arousal

Become motivated to decrease arousal by reducing dissonance

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12
Q

Reducing Dissonance

A

At least five methods for reducing dissonance:

  1. Attitude change/belief change
  2. Compartmentalization
  3. Exposure to/recall of additional information
  4. Behavior change
  5. Perceptual distortion

What are the therapeutic implications of each approach? Which is most preferable for relapse prevention?

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13
Q

Intrinsic and Extrinsic Motives

A

By and large, people want to explain behaviors

Do many things for external rewards (steak, $50.00, good grades, verbal praise)

But praise doesn’t satisfy an internal urge

Praise does more (in many instances) by helping someone realize they have done a good job
–>Leads to feelings of pride, satisfaction

Feelings are powerful intrinsic motives

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14
Q

Self-Determination Theory

A

Many behaviors seem to be extrinsically motivated

However, in many cases these decisions fulfill basic internal needs, among them the autonomy to select goals and behaviors

People who are self-determined are intrinsically motivated because they attribute their behavior to circumstances under their control

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15
Q

Attribution Theory

A

To attribute is to assign responsibility or to impute motives

People differentiated by their locus of control tendencies (Internal v. External, and Unstable v. Stable)

How can attribution theory control dissonance?

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16
Q

Causal Attributions

A 
A. Internal locus of control
    1. Unstable: effort (controllable)
   2. Stable: ability (uncontrollable) 
B. External locus of control
    1. Unstable: luck (uncontrollable)
    2. Stable: Difficulty (controllable)
17
Q

Attribution and Achievement Goals

A

Attribution is closely related to the need for achievement
–>The desire to reach some standard of excellence

High need to achieve individuals tend to attribute outcomes to internal causes and vice versa for low (example: someone who has the high drive to go to graduate school will attribute their getting to that point to their ABILITY and EFFORT as opposed to external forces like DIFFICULTY and LUCK)

As a result, high-need achievers tend to be are moderate risk-takers. What about low-need?

18
Q

Back to Emotions

A

Social-Cognitive perspective: It’s not just the attribution but rather the emotions that occur in response to the attribution that motivate

–> causal attributions

19
Q

Causal Attributions based off of a SUCCESSFUL outcome

A

A. Internal attribution
1. If you attribute the success to your EFFORT, you feel RELAXTION
2. If you attribute the success to your ABILITY, you feel CONFIDENT COMPETENCE
B. External attribution
1. If you attribute the success to OTHERS, you feel GRATITUDE
2. If you attribute the success to LUCK, you feel SURPRISE

20
Q

Causal Attributions based off of a FAILED outcome

A

A. Internal attribution
1. If you attribute the failure to your EFFORT, you feel GUILT (shame)
2. If you attribute the failure to your ABILITY, you feel INCOMPETENCE
B. External attribution
1. If you attribute the failure to OTHERS, you feel ANGER
2. If you attribute the failure to LUCK, you feel SURPRISE

LBC (12 decks)

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