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MPL > Week 1: Motivation > Flashcards

Week 1: Motivation Flashcards

1
Q

Why manage people?

A

Humans are a group living animals and therefore must cope with many coordination and motivation challenges.

Coordination challenges (Schelling, 1960)
- People may have to coordinate their actions to attain goals

Motivation challenges: people may have to be motivated to attain particular goals

Personal notes: Manager carries Responsibility, let a group work together towards reaching a certain goal.
Giving feedback to employees performance.

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2
Q

Name the 2 types of motivational challenges

A

1) In the attainment of goals
- individual motives
-framework: Self-determination Theory (Cagne &Deci, 2005)

2) In social interactions
- social motives
- framework: Interdependence Theory (Parks te al., 2013)

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3
Q

What is the Self-Determination Theory according to Gagne & Deci?

A

Self-Determination Theory (SDT) is a psychological framework that focuses on understanding human motivation and how it influences behavior.

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4
Q

Within the SDT Extrinsic Motivation consists of 4 types of motivation (Cagne & Deci)

A

1) External regulation - Contingent on punishment or reward
2) Introjected regulation - Internalization - Behavior contingent on self-worth and ego involvement
3) Identified regulation - internalization - Behavior contingent on congruence with a goal or value
4) Integrated regulation - internalization - Behavior is central to how you see yourself, who you are as a person = Contingent on instrumental importance for one’s identity (activity/behavior can be boring enough, with intrinsic the activity/behavior is not boring)

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5
Q

What are the basic psychological needs according to the Self Determination Theory? (Gagne & Deci)

A

Satisfaction of Competence (Self-efficacy): The need to feel capable and effective in one’s actions. (“I feel I can do this”)

The need for Relatedness (or belongingness): The need to connect with and be a part of meaningful relationships and social contexts. (“I feel connected to others by doing this”)

Autonomy (agency) : The need to feel a sense of volition and choice in one’s actions. (“I feel free to do this”)

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6
Q

What is the difference between intrinsic motivation and extrinsic motivation according to the STD theory?

A

Intrinsic motivation arises from personal interest and enjoyment in an activity. Extrinsic motivation is driven by external rewards or pressures, such as money or recognition.

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7
Q

According to Gagne & Deci, what do they mean with Autonomous motivation within the SDT?

A

Autonomy involves acting with a sense of volition and having the experience of choice.

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8
Q

According to Gagne & Deci, what do they mean with Controlled motivation within the SDT?

A

Controlled motivation acting with a sense of pressure(Punishment & reward), a sense of having to engage in the actions.

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9
Q

What do Gagne & Deci mean when someone is Impersonally oriented?

A

The general tendency to be amotivated

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10
Q

Name the orientations towards peoples inition and regulation of their behavior

A
  • Autonomy oriented
  • Control oriented
  • Impersonally oriented
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11
Q

Name the two broad classes of collective goods (Parks et al.,)

A

Public goods: entity that requires individuals to contribute some type of capital (money, time, effort) toward its existence. Once enough capital has accumulated, the good comes into existence, and everyone, contributors and noncontributors, may use it (e.g. charity)

Common-pool resources: resource begins at full provision, and all group members have free access to sample it at either a restricted or unrestricted rate. The sampling reduces the size of the pool, and the pool may or may not be replenished

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12
Q

Why are public goods sometimes referred to as social fences? (Parks et al.,)

A

Because the hurdle of giving must be cleared before the benefits can ben experienced.

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13
Q

Public goods can be structured in two ways. Name these 2 and explain them (Parks et al.,)

A
  1. Discrete public good: one for which a minimum accumulation of capital must be met, at which point the good is provided in its entirety (e.g. it makes no sense to build half a bridge)
  2. Continuous public good: the greater accumulation of capital, the richer the good can be (e.g. a public television that receives less than the targeted amount of donation can still broadcast, but it will not be able to present the expensive shows)
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14
Q

Explain why the decision-making structure in social dilemmas gives individuals with a focus on short-term self-interest strong incentives to behave non-cooperatively. How does this influence the behaviour of decision-makers in social dilemmas? (Parks et al.,)

A

In social dilemmas, individuals are always better off if they choose not to cooperate, regardless of the choices of others. This is because of the dominant incentive of short-term self-interest, which encourages decision-makers to engage in non-cooperative behaviour.

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15
Q

What would happen if all decision-makers in social dilemmas followed the rational actor reasoning pattern? How would this affect the provision of public goods and the management of public resources? (Parks et al.,)

A

If all decision-makers followed the rational actor’s reasoning, public goods would not be provided or would be provided sub-optimally, and collective resources would be poorly managed, because cooperation depends on individual decisions to exhibit non-cooperative behaviour.

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16
Q

How can decision-makers in social dilemmas be encouraged to cooperate? What factors can play a role in transforming selfish preferences to group-serving preferences according to interdependence theory? (Parks et al,.)

A

Encouraged to cooperate by focusing on social and temporal considerations.

-Transforming their selfish preferences based on concern for the welfare of others and concern for the long-term consequences of their actions

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17
Q

What is the central idea of interdependence theory? (Parks et al.,)

A

Decisionmakers ‘transform’ the given matrix of onjective outcomes into an effective matrix of subjective outcomes that is more closely tied to behavior

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18
Q

According to interdependence theory, how do decision-makers transform the given matrix of objective outcomes? (Parks et al.,)

A

Decision-makers consider broader social and temporal considerations, including concern for the welfare of others and long-term consequences, to transform the given matrix.

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19
Q

According to interdependence theory, what does the given matrix include? (Parks et al.,)

A

The given matrix includes individual outcomes determined by the situation and the needs and skills of each individual.

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20
Q

What does Social Value Orientation (SVO) entail and how does it influence collaboration in social dilemmas? (Parks et al.,)

A

SVO reflects how people value their own and others’ outcomesin settings of interdependence.

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21
Q

Explain the ‘Kin Selection’ in cooperation in social dilemma’s (Parks et al.,)

A

People are more likely to help those with whom they share a genetic link

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22
Q

Explain Reciprocal altruism (Parks et al.,)

A

People are more likely to engage in altruistic behavior to gain direct future benefits with the target of their altruism

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23
Q

Explain Competative altruism (Parks et al,)

A

People compete to be seen as the most altruistic member of a group, as this perception yields reputational benefits to the altruist

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24
Q

What is antagonism? (Parks et al.,)

A

Oppositional behavior toward other(s), they want the collective to fail

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25
Q

What is pivotal power? (Parks et al.,)

A

The ability to determine the final outcome from the interaction -> seen as worrying because they have the potential to demand high levels of compensation in exchange for their cooperation

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26
Q

What factor plays a sign. role in anticommons dilemmas (Parks et al.,)?

A

Greed

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27
Q

Define the concept of ‘step-level public good’? (Parks et al.,)

A

A certain total amount of contribution is needed before the good can be provided.

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28
Q

What is a critical contributor in step-level public goods? (Parks et al.,)

A

when accumulated contributions approach the target total, giving undecided individuals power to decide whether the public good will be provided.

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29
Q

What are possible motivations for individuals to thwart the common good? (Parks et al.)

A

Greed
Lack of awareness of/or concerns about the iumpact of his actions

30
Q

What could be a motivation of anti-cooperative behaviour towards outgroups? (Parks et al.,)

A

This may arise from an aversion to an out group participating in the joint effort and would benefit from it.

31
Q

Parochial altruism (Parks et al.,)

A

Occurs when an individual acts in a hostile manner toward members of a other group, forgoing maximum personal benefit in the process but producing a net benefit for members of his or her in-group.

32
Q

Infrahumanization (Parks et al.,)

A

– Necessary component of out-group antagonism.

Belief that out-groups are somehow less human than than one’s ingroup - makes it easier to justify poor treatment of out-group.

  • out groups are believed to experience primary emotions (anger, pleasure) but not secondary ones (love, hope, guilt)
33
Q

Black sheep effect (Parks et al.,)

A

Antagonism towards one’s own in-group - in-group members who deviate negatively from in-group norms provoke hostile evaluations by their fellow group members

34
Q

Name 3 solutions to solve the public goods problems (Parks et al.,)

A

Structural solutions: center on changing the interdependence structure of the social dilemma

Third party intervention: a third party is involved in regulating constructive problem-solving

Psychological solutions: aimed at changing the thoughts and feelings of people involved, along with their patterns of communication

35
Q

Two forms of structural solutions (Parks et al.,)

A

Outcome structure

Decision structure

36
Q

Explain outcome structure (Parks et al.,)

A

focus on either rewarding cooperation or punishing non-cooperation

37
Q

Explain decision structure (Parks et al.,)

A

negotiators may opt for a judge who will eventually resolve their conflict of individuals may elect (in group contexts) a leader who would make decisions for the entire group

38
Q

How are changes in outcome structures highly effective in promoting collaboration? (Parks et al.,)

A

Changes in outcome structure reduce the mixed motives of the situation, for example by making cooperation almost as attractive as non-cooperation or by removing mixed motives completely, making cooperation more attractive than non-cooperation.

Outcome changes improve people’s expectations regarding the willingness of others to cooperate, removing an important barrier to cooperation.

39
Q

What is the characteristic of a third party with an “ impetus role” in a conflict? (Parks et al.,)

A

A third party with an “ impetus role” has no control over the process and decision-making. They offer advice and suggestions to conflict parties, without actual control over the conflict.

40
Q

Explain what the “ Process control” of a third party means. (Parks et al.,)

A

A third party’s control over the presentation and interpretation of evidence relevant to the dispute

41
Q

Explain what the “Decision control” of a third party means (Parks et al.,)

A

a third party’s control over the outcome of the dispute

42
Q

What are the four distinct roles that a third party adopts when intervening in a conflict between two or more people, resulting from process and decision control? (Parks et al.,)

A

Impetus role
Inquisitorial role
Adjudicative role
Mediational role

43
Q

Explain what “Impetus role” of a third party means (Parks et al.,)

A

when third parties lack process and decision control -> providing advice and suggestions (e.g. personnel advisors or friends and colleagues). These people often provide relevant information or suggest how to approach the conflict, without actually controlling the process or the outcome.

44
Q

Explain what “Inquisitorial role” of a third party means (Parks et al.,)

A

third parties exercise both process and decision control (e.g. a manager who intervenes in a conflict between two subordinates fighting over office space). In such a situation, the manager both controls the process (when do we talk about it, who talks first) and the outcome (who gets the nice desk at the window).

45
Q

Explain what “Adjudicative role” of a third party means (Parks et al.,)

A

third parties exert only decision control (e.g. judge, who listens to each party and then makes a decision)

46
Q

Explain what “Mediational role” of a third party means (Parks et al.,)

A

third parties exert only process control -> most popular one: leave decision control to the disputants and produce stable agreements that are acceptable for both parties (improve relationship).

47
Q

Name the psychological solution to solve public goods problems (Parks et al.,)

A

Promoting trust:
- nearly all theories of conflict and cooperation emphasize the importance of trust
- it is the temtation of greed, the fear of other’s noncooperative choice and negative noise that undermined trust

48
Q

Name 2 ways to restore trust according to Parks et al.,

A
  • Communicate generosity: behaving a little more cooperatively than one’s interaction partner is quite effective in building trust

-Enter the cycle of apology and forgiveness: forgiveness promotes a number of prosocial tendencies, including thinking in terms of we, trust and behaving in a cooperative manner

49
Q

How can promoting identity have an impact on trust in large groups? (Parks et al.,)

A

In large groups, categorical information, such as gender or occupation, can provide a sense of identity. This can be an important way to foster temporary trust by highlighting common elements and generating feelings of belonging.

50
Q

How can groups with whom we share strong feelings of attachment help promote identity according to the given information? (Parks et al.,)

A

Groups with which we share strong feelings of attachment, such as family members or close groups of friends, help foster identity by providing the basis for strong identification and trust.

51
Q

What is the definition of Leadership according to Van Vugt et al.,

A

Influencing individuals to contribute to group goals and coordinating the pursuit of these goals

52
Q

What does Van Vugt et al., means with “Selfish-gene”?

A

Everyone should strive to become a leader.

53
Q

How does deferring to a central command contribute to group performance during intergroup conflict? (Van Vugt et al.,)

A

Deferring to a central command improves group performance during intergroup conflict by creating a role for leadership, which promotes group coordination and effectiveness.

54
Q

What specific group coordination challenges are mentioned as possible origins of leadership?(Van Vugt et al.,)

A

Group movement, intra-group conflict and inter-group competition

55
Q

What evolutionary force is cited as an important factor in the development of group traits such as altruism, morality and social identity?(Van Vugt et al.,)

A

Conflict and warfare between groups are cited as an important evolutionary force

56
Q

The rule ‘follow the leader’ can be broken down into several components. Name at least 3 (Van Vugt et al.,)

A
  1. Individuals must perceive the need for coordination
  2. Leadership serves as a mechanism to facilitate coordination and anticipation of hazards
  3. Crucial role in when a group faces differing opinions on what collective action to take.
  4. Once a course of action is identified, it is important to initiate group action.
  5. Crucial role to facilitate decision-making and promote cohesion
57
Q

Explain the “Conditional strategies model” from the leader game (Van Vugt et al.,)

A

Organisms adopt strategies based on specific environmental and / or developmental inputs

58
Q

What are the 4 nominal stages of leadership?(Van Vugt et al.,)

A
  • Prehuman leadership
  • Band and tribal leadership
  • Chiefs, Kings and warlords
  • State and business leadership
59
Q

Environment of Evolutionary Adaptedness (Van Vugt et al.,)

A

The period during which certain traits and behaviors of humans developed in response to the environmental factors and challenges faced by our ancestors.

60
Q

According to Van Vugt, why did followership emerged?

A

in response to specific ancestral problems that were best solved through collective effort coordinated by a leader-follower structure that enhanced individual and group survival

61
Q

People are more likely to follow under conditions of ..? (Van Vugt et al)

A

Threat

62
Q

Leadership may be unnecessary and even resented when..? (Van vugt et al.,)

A

When people face relatively simple or routine coordinated problems

63
Q

The leader game predicts that first movers in coordination situations.. (Van Vugt et al)

A

are most likely to become leaders

64
Q

Which personal characteristic is most highly related to leadership emergence and effective ratings?(Van Vugt et al)

A

Extraversion

65
Q

When coordination task get more complex, what factor will become a better predictor of leadership?(Van Vugt et al)

A

Cognitive factors

66
Q

The more complex the group, the more … the leader needs to be (Van Vugt et al)

A

Socially astute

67
Q

Van Vugt research states that followers want
leaders who can..?

A

acquire resources and then are willing to share them

68
Q

Name 2 forms of group Hierarchies (Van Vugt et al.,)

A
  • The dominance hierarchy that results from competition for scarce resources, in which the strongest and most determined individual prevails and controls group resources and activities (e.g. alpha males)

-The hierarchy that emerges by consensus when hierarchical structures are perceived to benefit the group

69
Q

Leaders can use 5 several decision rules to increase power(Van Vugt et al.,)

A
  1. Leaders can redistribute resources fairly and generously
  2. Leaders can use an external group threat to consolidate their power
  3. Leaders can buy support through bribery
  4. Nepotism and cronyism
  5. Leaders can impose ideologies to justify their privileged position (religion to maintain power)
70
Q

What are characteristics of transformational leaders?(Van Vugt et al.,)

A

Transformational leaders change followers’ perceptions of themselves.
- They model collective commitment
- emphasize similarity among group members
- reinforce collective goals, shared values and common interests.

71
Q

Which psychological traits make a leader succesful?(Van Vugt et al.,)

A

Psychological traits that make leaders successful include:
integrity,
humility,
competence,
decisiveness
and vision

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