Week 11: Observational Learning and Rule-Governed Behaviour Flashcards
Observational Learning
The behaviour of a model is witnessed by an observer and the observer’s behaviour is subsequently changed. (Social Learning).
Contagious Behaviour
Instinctive or reflexive behaviour triggered by the occurrence of the same behaviour in another.
Stimulus Enhancement
The probability of a behaviour is changed because an individual’s attention is drawn to a particular item or location by the behaviour of another individual.
Vicarious Emotional Response
Classically conditioned emotional responses that result from seeing those emotional responses exhibited by others.
What leads to acquisition
Consequences of the model’s behaviour.
The observer receives reinforcement for the behaviour of attending to the model.
Whether the observer has sufficient skills to benefit from the modelling.
Personal characteristics of the model (similarity, authority).
What leads to performance?
When we have observed the modelled behaviour being reinforced or punished.
When we ourselves will experience reinforcement or punishment for performing that behaviour.
Our history of reinforcement of punishment for performing modelled behaviour.
True Imitation
Form of observational learning that involves the close duplication of a novel behaviour (or sequence of behaviours).
Generalized Imitation
The tendency to imitate a new modelled behaviour with no specific reinforcement for doing so.
Rule
Verbal description of a contingency.
Rule-Governed Behaviour
Behaviour that has been generated through exposure to rules.
Instruction
When it says how we should behave with respect to that contingency.
Disadvantages of Rule-Governed Behaviour
Less efficient than behaviour that has been directly shaped by natural contingencies.
Behaviour is sometimes insensitive to actual contingencies of reinforcement operating in a particular setting.
Personal Rules (or Self-Instructions)
Verbal descriptions of contingencies that we present to ourselves to influence our behaviour.
Say-Do Correspondence
When there is a close match between what we say we are going to do and what we actually do at a later time.
Bright-Boundary
Strategic concept stating between unacceptable and acceptable behaviour.
