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21.
Microcounselling has featured widely as a systematic approach to improving the interviewing and counselling skills of a range of professional groups (Dickson, 1981). Reviews of research largely attest to its effectiveness in this regard (Baker & Daniels, 1989). The outcome criteria upon which such conclusions have been based have, however, been essentially behavioral and proximal. In an earlier study (Dickson & Mullan, 1990), only limited evidence for the generalisability of outcomes was forthcoming. This paper extends that work by presenting a preliminary investigation of the impact of microcounselling on some of the cognitive processes which are thought to mediate skilled performance. As part of a more extensive evaluation (Dickson & Mullan, 1990), a pre-experimental single group pretest-posttest design was used to assess the extent to which measures of locus of control (Rotter, 1966), evinced by a group of social work students, would change following a microcounselling intervention. Despite predictions of a move towards greater internality of control, no significant pre-post training differences emerged. This result is discussed within the context of the limitations of the design and, in keeping with the preliminary nature of the study, a number of areas for further investigation are indicated. 相似文献
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Two studies were conducted to demonstrate a bias toward negativity in evaluations of persons or their work in particular social circumstances. In Study 1, subjects evaluated materials written by peers. Those working under conditions that placed them in low status relative to the audience for their evaluations, or conditions that made their intellectual position within a group insecure, showed a clear bias toward negativity in those evaluations. Only individuals who believed their audience to be of relatively low status and at the same time believed their intellectual position to be secure did not show this bias. In Study 2, subjects viewed a videotape of a stimulus person and rated him on several intellectual and social dimensions. Again, subjects believed their audience to be of either relatively high or relatively low status. As a cross dimension, they were given instructions to focus on either the intellectual or the social abilities of the stimulus person while viewing the videotape. A strong main effect of audience status was demonstrated, but only in ratings of intellectual traits; subjects who believed their audience to be of relatively high status rated the stimulus person's intellectual qualities significantly more negatively. Moreover, this effect was independent of the instructional focus subjects had been given. The negativity bias is discussed in the context of previous demonstrations of biases toward weighting negative information more heavily than positive information, as well as previous demonstrations of seemingly pervasive positivity biases in memory and judgment. 相似文献
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Isabel Dórdio Dimas Teresa Rebelo Paulo Renato Lourenço Carina Isabel Pereira Pessoa 《The Journal of psychology》2018,152(6):358-372
The purpose of this study was to clarify the role of team resilience on different facets of effectiveness (team viability and quality of the group experience). Moreover, given the importance of team resilience for the organizational context, it was also our aim to contribute to the study of the conditions that promote team resilience, analyzing the role of transformational leadership. Finally, we examined whether the relationship between transformational leadership and team resilience stimulates positive team outcomes. Ninety teams (445 employees from 40 companies) were surveyed and path analysis was used in the test of the hypotheses. The results showed a positive direct effect of team resilience on both team viability and the quality of the group experience. Moreover, a positive relationship was also identified between transformational leadership and team resilience. Finally, support was found for the mediated effect of team resilience on the relationship between transformational leadership and the dimensions of team effectiveness considered. The findings of this study highlight the role of team resilience as an intervening process between transformational leadership and team effectiveness. Supervisors should promote team resilience, adopting transformational leadership behaviors, in order to contribute to increase team viability and the quality of the group experience. 相似文献
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Jennifer Maria Schell-Leugers Teresa Schneider Réka Gyenis Christina Leuker Melanie Sauerland 《Journal of applied social psychology》2021,51(10):987-998
To learn more about why people falsely confess without external pressure, we examined voluntary blame-taking in three experiments. Drawing from theories of prosocial behavior and social identity, we investigated whether participants' blame-taking is influenced by (a) their relationship with the guilty person (Experiment 1) and (b) the group membership of the person asking to take the blame (Experiments 2a and 2b). In Experiment 1, participants (N = 130) considered whether they would take the blame for a small traffic violation for their best friend and a stranger in a vignette-scenario. As expected, intended blame-taking rates were higher for their best friend (60.8%) than for a stranger (8.5%). Reported reasons for taking the blame included reciprocity and empathy. In Experiments 2a and 2b (Ns = 60; 89), we tested actual blame-taking behavior in two field experiments, using a new experimental paradigm. An experimenter approached participants and asked them to commit insurance fraud for a broken camera. Participants who shared the same group as the person in need were more willing to take the blame (47%-48%) than participants who were from a different group (21%-23%). The most frequently listed reason for taking the blame was empathy. Implications for the occurrence of voluntary blame-taking behavior to protect someone else are discussed. 相似文献