Suchergebnisse

This interview is a slightly modified transcript from the second Psyche Talk, hosted at the Department of Communication and Psychology at Aalborg University, February 15, 2024. Psyche Talks are hosted as biannual events, where prominent psychological researchers are invited to discuss fundamental questions about the nature and subject matter of psychology through an interview-based format. The focus of this interview is on how people make sense of change on the personal, social and environmental level and the role of symbolic resources in making meaning of and transitioning through rupturing changes. In this interview, Professor of Sociocultural Psychology, Tania Zittoun, is interviewed by Associate Professor of Sociocultural Psychology, Sarah Awad.

Cover -- Half Title -- Title -- Copyright -- Contents -- List of Figures -- Preface -- INTRODUCTION -- 1. MORAL DEVELOPMENT -- 2. ORGANIZATIONS -- 3. DOMINANCE -- 4. PERVERSION -- 5. RIGHTS AND POLITICAL CHANGE -- 6. ORGANIZATIONS AND POLITICAL CHANGE -- CONCLUSION: AUTONOMY AND COMMUNITY -- Notes -- Selected Bibliography -- Index

Foreword -- Social psychology and change management -- Model and methodology -- Belonging, organizational behavior and change -- Understanding, organizational behavior and change -- Controlling, organizational behavior and change -- Trusting, organizational behavior and change -- Self-enhancing, organizational behavior and change -- Towards a social psychology of change management -- Appendix A: Overview of authors and researchers -- Appendix B: Examples of matrix for each core social motive -- Appendix C: Bibliography -- Index

Changes are rarely accomplished by individuals. People are social animals and changes are social processes which have to be organized. Social psychology is essential for the effectiveness and development of the field of change management. It is necessary to understand people in change processes. Social psychology also teaches us that meaning is key during change and intervention. Social psychology makes change management comprehensible to people and allows them to consider their actions in groups and the organization on their merits. They may seem obvious and self-evident, but practice and science, as well as the popular change management literature, show that it is not. Drawing on the field of social psychology and based on primary research, The Social Psychology of Change Management presents more than forty social psychological theories and concepts that are relevant for the field of change management. The theories and concepts are analyzed and categorized following Fiske's five core social motives; belonging, understanding, controlling, enhancing self, and trusting. Each theory will have an introduction in which its assumptions and relevance is explained. By studying the scientific evidence, including meta-analytic evidence, the book provides practitioners, students and academics in the field of change management, organizational behaviour and business strategy the most relevant social psychological ideas and best available evidence, thereby further unleashing the potential of social psychology in order to feed the field of change management. By categorizing and integrating the relevant theories and concepts, change management is enriched and restructured in a prudent, positive and practical way. The overarching goal, however, inspired by the ideas and perspective of leading thinkers like Kurt Lewin, James Q. Wilson and Susan T. Fiske, is to make the world a better place. Social psychologists (being social scientists) study practical social issues, in our case issues related to change management, and application to real-world problems is a key goal. Therefore, this book goes beyond the domain of organizational sciences.

Human beings have a unique ability to create elaborate predispositions and evaluations based on their social experiences. The concept of attitudes is central to understanding how experience gives rise to these predispositions, and psychologists have spent the best part of the past 100 years trying to understand the intricacies of this process. Yet, despite decades of research, we still do not fully understand how attitudes are created, maintained and changed. The main objective of this book is to review and integrate some of the most recent, cutting-edge developments in research on attitudes and attitude change, presenting the work of eminent scholars in this field. Chapters in this book deal with such intriguing questions as: What role do associative processes play in the formation of attitudes? How do attitudes function as global and local action guides? What is the function of implicit evaluations, and vicarious experiences in producing attitude change? Are implicit associations a useful way to measure attitudes? What role does affect play in attitude formation and change? What role do social interaction processes play in persuasion, and how does persuasion work in real-life settings? The book is essential reading for students and researchers in social psychology, as well as practitioners in every field where understanding and changing attitudes is important, such as clinical, counseling, organizational, marketing, forensic, and developmental psychology.

Why do some people adapt to the risks of climate change, while others do not? This Element provides an in-depth overview of the psychology of climate change adaptation. It begins with an overview of adaptation behaviour and highlights the importance of successful adaptation by individuals and households. Key psychological theories are introduced that can explain adaptation behaviour and the role of a wide variety of motivational variables in adaptation behaviour is discussed, such as risk perception, experiences with climate-related hazards, and perceived responsibility. Next, the authors examine three examples of how this psychological knowledge has been used to develop and test interventions to promote adaptation behaviour in real-world settings. After which, the relationship between climate adaptation behaviour and climate mitigation behaviour are considered and the potential for integrating these bodies of literature is put forward. It concludes with an agenda for future psychological research on climate change adaptation behaviour.

Book Cover; Title; Copyright; Contents; Preface; CHAPTER 1 Introduction; CHAPTER 2 The Problem; CHAPTER 3 Behavior as a Cause of Environmental Change; CHAPTER 4 Attitude Assessment and Change; CHAPTER 5 Changing Behavior; CHAPTER 6 Technology Enhancement; CHAPTER 7 Substituting Resource-Light for Resource-Heavy Technologies; CHAPTER 8 Artifact Design and Evaluation; CHAPTER 9 Consumption, Consumerism, and Environmental Economics; CHAPTER 10 Risk and the Psycnology of Prevention; CHAPTER 11 Cost-Benefit and Trade-Off Analyses; CHAPTER 12 Competition, Cooperation, Negotiation and Policymaking