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Each behavioural change theory or model focuses on different factors in attempting to explain behaviour change. Of the many that exist, the most prevalent are learning theories, social cognitive theory, theories of reasoned action and planned behaviour, transtheoretical model of behavior change, the health action process approach, and the BJ Fogg model of behavior change.
Social psychology utilizes a wide range of specific theories for various kinds of social and cognitive phenomena. Here is a sampling of some of the more influential theories that can be found in this branch of psychology. Attribution theory – is concerned with the ways in which people explain (or attribute) the behaviour of others. The theory ...
People developing their theory of change in a workshop. A theory of change (ToC) is an explicit theory of how and why it is thought that a social policy or program activities lead to outcomes and impacts. [1] ToCs are used in the design of programs and program evaluation (particularly theory-driven evaluation), across a range of policy areas.
Heterophily is especially prevalent when discussing the diffusion of innovations theory. Diffusion of Innovations was the book written by Everett Rogers where he first termed heterophily. The diffusion of innovation theory itself is used to explain how new or innovative ideas are spread throughout a system composed of individuals.
Actor–network theory (ANT) is a theoretical and methodological approach to social theory where everything in the social and natural worlds exists in constantly shifting networks of relationships. It posits that nothing exists outside those relationships.
Conceptual change is the process whereby concepts and relationships between them change over the course of an individual person's lifetime or over the course of history. . Research in four different fields – cognitive psychology, cognitive developmental psychology, science education, and history and philosophy of science - has sought to understand this pro
Substitutes for leadership theory is a leadership theory first developed by Steven Kerr and John M. Jermier and published in Organizational Behavior and Human Performance in December 1978. [ 1 ] The theory states that different situational factors can enhance, neutralize, or substitute for leader behaviors [ 2 ] (Den Hartog & Koopman, 2001).
However, for those who are not familiar with the theoretical psychology surrounding a theory, the abundant amount of information contributing to a theory can be overwhelming. [17] In addition, theories can be extremely resistant to change. As theories compete, and different evidence emerges, prior theories can be extremely difficult to change.