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The first focus of Kelley's research was a look at external and internal attributions. [11] His second focus was determining whether the procedure to arrive at external and internal attributes was related to experimental methodology. [11] Kelley later turned this idea into his covariation model/principle.
more internal attribution for positive acts, and less internal attribution for negative acts, by ingroup than outgroup members; more attribution of outgroup members' failures to lack of ability, and more explaining away of outgroup members' successes; a preference for ingroup-serving versus outgroup-serving attributions for group differences.
Dispositional attribution (or internal attribution or personal attribution) is a phrase in personality psychology that refers to the tendency to assign responsibility for others' behaviors due to their inherent characteristics, such as their personality, beliefs, or ability, instead of attributing it to external (situational) influences such as the individual's environment or culture. [1]
As early researchers explored the way people make causal attributions, they also recognized that attributions do not necessarily reflect reality and can be colored by a person's own perspective. [6] [12] Certain conditions can prompt people to exhibit attribution bias, or draw inaccurate conclusions about the cause of a given behavior or outcome.
This feedback process could create a reinforcing loop, where individuals grow more confident in their internal attributions and less likely to incorporate external factors that may offer a more accurate explanation of behavior. [53]
Making attributions using consensus, distinctiveness, and consistency [ edit ] According to Hewstone and Jaspars (1987), we are able to determine whether a person would likely make a personal (internal), stimulus (external) or circumstantial attribution by assessing the levels of consensus, distinctiveness, and consistency in a given situation:
Many measures of locus of control have appeared since Rotter's scale. These were reviewed by Furnham and Steele (1993) and include those related to health psychology, [13] industrial and organizational psychology [14] and those specifically for children (such as the Stanford Preschool Internal-External Scale [15] [16] for three- to six-year ...
[37] The coding of the newspaper accounts showed that there was a "tendency to make internal attributions for success and external attributions for failure" which supports the self-serving bias as about 75% of the attributions from winning teams were internal while about 55% of attributions from losing teams were internal. [37]