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Human contingency learning (HCL) is the observation that people tend to acquire knowledge based on whichever outcome has the highest probability of occurring from particular stimuli. In other words, individuals gather associations between a certain behaviour and a specific consequence.
Contingency management (CM) is the application of the three-term contingency (or operant conditioning), which uses stimulus control and consequences to change behavior. CM originally derived from the science of applied behavior analysis (ABA), but it is sometimes implemented from a cognitive-behavioral therapy (CBT) framework as well.
The Vroom–Yetton contingency model is a situational leadership theory of industrial and organizational psychology developed by Victor Vroom, in collaboration with Philip Yetton (1973) and later with Arthur Jago (1988). The situational theory argues the best style of leadership is contingent to the situation.
A contingency theory is an organizational theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions.Instead, the optimal course of action is contingent (dependent) upon the internal and external situation.
The three-term contingency (also known as the ABC contingency) is a psychological model describing operant conditioning in three terms consisting of a behavior, its consequence, and the environmental context, as applied in contingency management. The three-term contingency was first defined by B. F. Skinner in the early 1950s. [1]
The community reinforcement approach can be combined with contingency management; [22] tokens are used, whereas contingency management employs the term voucher (or related terms). Research shows this kind of token economy is easily applied outside of hospitals and is effective, allowing for less hospital-based treatment – although contingency ...
Fiedler's contingency model is a dynamic model where the personal characteristics and motivation of the leader are said to interact with the current situation that the group faces. Thus, the contingency model marks a shift away from the tendency to attribute leadership effectiveness to personality alone. [5]
Contingent self-esteem in this area is shown when one's self-image is contingent upon the approval of others, meeting social expectations, or other criteria. [4] Individuals with higher levels of contingent self-esteem are more likely to view acceptance from others as contingent upon the ideal standard for body image. [ 4 ]