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Flashcards in Module 6 Deck (84):
1

Kahneman: What is a lot of conflict fed by?

Over-confidence

2

Kahneman: What is the loss aversion bias?

When people put a lot more weight on negative events than positive events eg: demand a reward of $200, if the risk is $100, so they're very risk/loss averse

3

Kahneman: When might being an optimist be helpful? When might it be unhelpful?

Helpful - as an entrepreneur, more likely to persevere
Unhelpful - as a financial advisor

4

What is the availability heuristic?

When people assume a greater likelihood of some phenomena, because it is easier to recall from memory

5

What is confirmation bias?

When people seek confirmation of their existing beliefs, and ignore alternative information

6

What is the representativeness heuristic? Provide example

Ignoring the actual probability of an event occurring, and instead categorising it based on its similarity to a prototype eg: John must belong to a wrestling league, because he is muscular (looks like a wrestler), whereas Jim isn't muscular

7

What is the homogeneity effect?

When we tend to perceive members of out-groups as being more similar to one another, while members of our own in-group are seen as more diverse

8

What is stereotyping?

Attributing characteristics to someone based on their membership in a particular group

9

What is social desirability bias?

When we report more socially desirable information about ourselves, while being less likely to report undesirable infomation

10

What is the planning fallacy?

When we underestimate the amount if time it will take us to do a task (optimism), but then overestimate how long it will take others to do a task (pessimism)

11

What is the identifiable victim effect?

When we are more strongly influenced by a single victim with an identity, versus a large unidentifiable group of people. This is why a single victim can be more persuasive than statistics

12

What is fundamental attribution error?

When we tend to explain the behaviour of others according to internal attributes, but explain our own behaviour according to external factors. (I'm assuming when the behaviour is 'positive', this effect would be the opposite)

13

What is the bandwagon effect?

When we tend to do or believe something when more people are doing or believing it. It may be more persuasive when others are doing it, or we are just motivated to conform

14

Which self-control-related effect has come under criticism recently, due to failure to replicate in studies?

Ego-depletion

15

Baumeister: What are the 2 traits psychology has found contribute to success in all areas they've been studied?

Intelligence and self-control

16

What parts of the brain does self-control come from, versus things like temptation and desire?

Self-control - frontal regions, newer in terms of evolution
Temptation - back regions, older in terms of evolution

17

What did the 2002 study on prejudice find?

- Physically attractive adults and children are treated more positively than unattractive, even by those who know them
- There is a great deal of consistency about what is considered attractive, and this holds true across cultures
- Physically attractive children and adults behave more positively, and have more favourable traits and outcomes

18

What is sociometric status?

The respect and admiration one has in face-to-face groups

19

Why might SWB be more affected by sociometric rather than socioeconomic status?

Sociometric status is defined locally in the context of face-to-face groups, whereas SES is typically defined as global status within one's country (comparisons with individuals immediately around us affects our happiness more)

20

What is local-ladder effect they predicted?

Higher sociometric status leads to higher SWB

21

Sociometric status shapes what two important determinants of psychological wellbeing?

- Increased sense of power
- Increased sense of social acceptance

22

What is the effect of longing for higher status, versus actually possessing it?

Longing for status = lower SWB
Possessing status = higher SWB

23

How have characteristics of good leaders, as discussed in research literature, changed between the mid 80s to late 90s?

- 1986: "Dominance, masculinity, conservativeness"
- Late 90s: Self-confidence, teamwork, knowledge of the business, conceptual thinking, emotional intelligence, creativity, focused drive, customer-driven, drives profits, global perspective

24

What is the difference between a leader and a manager?

A manager administers and sticks to the status quo, while a leader innovates and develops new ideas

25

Why were early theories about leadership characteristics flawed?

- Unable to verify qualities scientifically
- Suggested innateness
- Suggested people couldn't change their characteristics over their life
- Suggested context had no impact

26

What is a transactional leadership style?

- Focus on transaction between the leader and their subordinates
- Focus on physical and security needs of subordinates
- Based on bargaining or rewards/punishment

27

What is a transformational leadership style?

- More empowering
- Focus on subordinates strengths
- Focus on intrinsic/internal motivation

28

What kind of relationship do leadership and organisational culture share?

Bi-directional

29

What type of organisation is more likely to be influenced by individuals' leadership style?

A young, fledgling organisation

30

What type of organisation is likely to influence the leadership styles of the individuals within it?

An older, well-established organisation

31

What type of leader is more likely to work within the constructs of an organisation?

Transactional

32

What type of leader is more likely to change or create the culture of an organisation?

Transformational

33

Explain the relationship between leadership style, organisational performance and organisational culture?

The relationship between leadership style and organisational performance is mediated by organisational culture (ie. leadership style doesn't have a direct effect)

34

What is the most effective leadership style?

One that creates a competitive and innovative organisational culture

35

What are 4 key influences on leadership style?

1. National culture (eg: Japan = hierarchical, US = individualistic)
2. Gender
3. Interpersonal style (task vs people orientated)
4. How someone perceives and gives information (details/facts vs big picture concepts)

36

What are the 6 categories that the 24 strengths are grouped into in the VIA?

- Wisdom
- Courage
- Humanity
- Justice
- Temperance
- Transcendence

37

What are the 5 strengths under wisdom?

- Creativity
- Curiosity
- Judgment
- Love of learning
- Perspective

38

What are the 4 strengths under courage?

- Bravery
- Perseverance
- Honesty
- Zest

39

What are the 3 strengths under humanity?

- Love
- Kindness
- Social intelligence

40

What are the 3 strengths under justice?

- Teamwork
- Fairness
- Leadership

41

What are the 4 strengths under temperance?

- Forgiveness
- Humility
- Prudence
- Self-regulation

42

What are the 5 strengths under transcendence?

- Appreciation of beauty and excellence
- Gratitude
- Hope
- Humour
- Spirituality

43

How much of the variance in happiness is due to our genes?

50%

44

How much of the variance in happiness is due to life circumstances?

10%

45

How much of the variance in happiness is due to intentional activity?

40%

46

What are some characteristics of happy people?

- Fulfilling relationships
- More grateful
- More helpful
- Optimistic about the future
- Live in the present
- Make physical activity a habit
- Often spiritual or religious
- Deeply committed to lifelong goals

47

What was the main finding of the PWB met-analysis?

It appears to be possible to improve PWB with behavioural interventions

48

What are the 6 dimensions of PWB?

- Autonomy
- Environmental mastery
- Personal growth
- Positive relations with others
- Purpose in life
- Self-acceptance

49

What did the PWB meta-analysis find regarding the effect of behavioural interventions on PWB?

They had a moderate effect (0.44)

50

Why did the PWB meta-analysis use moderator analyses?

Because heterogeneity was high

51

What did the PWB meta-analysis suggest future studies should do?

Make use of follow-up measures to gain more insight in the longitudinal development of the effects of interventions on psychological wellbeing

52

Did the authors of the PWB meta-analysis suggest PWB is more trait-like, or state-like?

State-like, because trait-like would be harder to change

53

What did the PWB meta-analysis find about different intervention approaches?

Face-to-face is better than self-help/group

54

What were some limitations of the PWB meta-analysis?

- Low quality studies
- Heterogeneity
- Self-reports (social desirability)

55

What is the state of flow?

- Deeply absorbed in an intrinsically rewarding activity
- Lose self-awareness
- eg: playing music, dancing, running, deep conversation

56

What is savouring?

- Opposite of flow
- Intensify positive experiences by focusing on the sensations, thoughts, and feelings
- Prevents hedonic adaptation - when we adapt to our experiences and return to a baseline level of affect

57

How do we increase eudaimonic wellbeing?

- By finding meaning and purpose in life
- These activities might be accompanied by some hedonically unpleasant experiences, but the sense of meaning and purpose derived leads to a sense of happiness and satisfaction

58

How can we cultivate optimism?

- Write about your best possible self in ten years from now
- Can lead to significant increase in mood compared to control group
- Facilitates a sense of control over your future

59

How can we practice overcoming adversity?

Spend 15 minutes a day for 4 days writing about a traumatic experience, and how it has shaped who you are

60

What is compassion?

Being aware of the suffering of yourself or others, and feeling emotionally moved that suffering to the point of wanting that suffering to end

61

What are 3 components of self-compassion?

- Self-kindness vs self-judgment
- Common humanity vs isolation
- Mindfulness vs over-identification

62

What are some moderating factors of the relationship between job performance and satisfaction?

- Commitment
- Obtaining rewards

63

What is a mediating factor of the relationship between job performance and satisfaction?

Self-efficacy

64

What are two ways to ensure happiness at work?

1) Select a job that fits what the employer needs and what the employee is seeking
2) Select a job that fits what the employee is seeking and what they are actually receiving

65

How does a knowledge contract look for the firm and employee?

Firm - needs a certain level of skill and knowledge in its employees if it is to function efficiently
Employee - wishes the skills and knowledge they bring will be used and developed

66

How does a psychological contract look for the firm and employee?

Firm - needs employees who are motivated to look after its interests
Employee - seeks further interests private to self eg: achievement, recognition

67

How does an efficiency/rewards contract look for the firm and employee?

Firm - needs to implement generalised output, quality standards and reward systems
Employee - seeks a personal, equitable effort-reward bargain and controls, including supervisory ones, which are perceived as acceptable

68

How does an ethical (social value) contract look for the firm and employee?

Firm - needs employees who will accept the firm's ethos and values
Employee - seeks to work for an employee whose values do not contravene their own

69

How does a task structure contract look for the firm and employee?

Firm - needs employees who will accept technical and other constraints which produce task specificity or differentiation
Employee - seeks a set of tasks which meets their requirements for task differentiation eg: variety, interests, feedback, targets

70

What are 5 other factors to look for in a job (in order of importance for job satisfaction)?

1. Skill variety
2. Task identity
3. Task significance
4. Autonomy
5. Feedback

71

What are other terms for 'job' sources and 'individual' sources of stress?

Situational and dispositional

72

What percentage of professionals said they would seek help if they needed it? What percentage admitted there had been times when they needed help but didn't seek it?

89%
57%

73

What are some of the barriers to mental health professionals seeking help?

1) Want to solve problem on their own
- Not having enough time
- Financial costs
- Fear about colleagues finding out
- Negative consequences relating to AHPRA's mandatory reporting requirement

74

What is the main cause of the negative stigma towards mental health?

Lack of mental health literacy

75

What percentage of the participants reported having a mental illness at some point in their life?

40%

76

What were some of the specific barriers faced by student clinicians?

- Unsure where to get help
- Financial costs
- Preference for getting help from family and friends

77

What are the 3 dimensions of burnout?

1. Exhaustion
2. Job disaffection/depersonalisation
3. Reduced professional accomplishment

78

What is exhaustion?

- Lack of physical and emotional energy
- Repetition and urgent work demands

79

What is job disaffection/depersonalisation?

- Interpersonal aspect of burnout
- Affects relationship between employee and their clients
- Employee develops strong cynicism, cold and indifferent attitude towards clients

80

What is reduced professional accomplishment?

- Reduction of expertise and experiences
- Reduction of ability to communicate daily, interact and manage time efficiently
- Not as relevant as the other two dimensions

81

What is the popular tool for measuring burnout?

- Maslach Burnout Inventory (MBI)
- Interpersonal focus
- Looks at everything from employee to organisation

82

What is the key to avoiding burnout?

Working longer hours to deal with the stress

83

Why is burnout thriving today?

Mismatch between individual workers and their jobs
- Have too much to do
- Not enough time and resources
- Lack of control
- Decreasing rewards

84

What should burnout prevention focus on?

- Engagement with work rather than decreasing burnout
- Human values in the workplace, not economic ones