Author: knelson (Page 1 of 6)

The Behavioral Science of Socks!

Socks – really?

No, this isn’t one of those government studies where you wonder how it ever got approved (i.e., how long can shrimp run on a treadmill or does playing FarmVille on Facebook help people to make friends and keep them?*).

Socks and behavioral science. The two do not seem to fit together, yet I consistently use my socks as a personal behavioral modification tool.

Here’s how.

I have a penchant for different types of imaginative socks.  It started 11 years ago, when one of our Au Pairs from Poland gave me a pair of very colorful, bright blue and green striped socks for Christmas.  Before that, I was a bland brown and black sock kind of guy.

But I liked wearing the colorful socks she gave me – I always seemed to smile when I put them on in the morning.

As the years went by my colorful sock collection grew, both through my own purchases and through gifts from family and friends.  As I collected more socks, they began to go beyond wild colors. They started to have pictures and statements –  I had green socks with little footballs on them, red socks from Canada with drawings of little beavers on them.  My kids even got me a pair of “I’m kind of a big Dill” socks with a picture of a large dill pickle on them. I often can’t distinguish my Thomas Jefferson socks with my “the Thinker” socks (that have an outline of the Rodin’s famous thinker) when they are folded up in my sock drawer.

As my collection grew, there were three pairs that have led to my belief that something as simple as socks can be used as a powerful behavioral hack.

The first are my Einstein socks.  These black socks feature colorful caricatures of Einstein with wild colored hair.

The second are my blue socks – punctuated by menacing sharks.   

The final pair are my unicorn/ narwhal socks, emblazoned with unicorns battling narwhals horn-to-horn.   

I’m not sure when it started, but over time I realized that I was wearing each of these socks on specific days to help build and sustain a mindset for myself.

Mindset and Socks

On days when I thought that I needed to be particularly smart, I would put on my Einstein socks.  If I was giving a presentation, needing to do an analysis of research data or brainstorm ideas with a client, I would purposefully put these on in the morning.  They framed the day, acting as a gentle reminder. Whenever I looked at them that I was smart and ready to refocus my energy.

The shark socks were worn on days when I needed to be tough and direct.  If I was working on a contract or in need of a tough conversation with a client or employee, I would pull out the shark socks.

Finally, the unicorn/narwhal socks were used when I thought I needed a little bit of magic in my life.  When I needed to feel lucky -the days I had a meeting with a new potential client or when I was flying.

The interesting thing is that each day I wore the different socks, I had a different attitude., I exhibited different behaviors.

I started to wonder:  was this just me, or if was there something more to this?

Research

So, I looked for some research.

Alas, there was no research on “socks’ impact on behavior” that I could find (if anybody knows of any, please let me know).

However, there was plenty of research on the effects of attentional selection, pre-loaded associations, influence cues, and priming.  These psychological components have been shown to influence our behaviors – often without us being aware of their influence.

Robert Cialdini, one of the preeminent researchers on influence, says this in his book Pre-suasion, “…exposure either to simple words or simple images can have a pre-suasive impact on later actions that are merely associated with the words or images.”  He uses an example where fundraisers who were raising funds for a local university were placed into one of two groups.  Before their shift, each group was given a sheet of paper with information “designed to help them communicate the value of contributing to the cause.”  The only difference was that one group received the information on a plain sheet of paper while the other group got the information on a piece of paper with a watermarked photo of a runner winning a race.   

We would think that this difference would have no or little impact on performance, the information is the same for both, yet those with the picture had 60% more donations than their non-picture counterparts.

Another example, this one that shows how priming can influence behavior was done by Bargh, Chen, and Burrows (1996).  In their study, Bargh et al., primed people with words that were related to being old.  When they subsequently measured their walking speed, the people primed with old age words walked slower than those who had not.

Dijksterhuis and van Knippernberg, two Dutch researchers did an experiment similar, but this time, using a quiz and priming people either to think of the attributes of “professors” or “soccer hooligans.”  They found that those participants primed to think about the attributes of a professor answered more general knowledge questions correctly (mean score of 23.4 out of 42) than the soccer hooligan primed participants (mean score of 17.9 out of 42).**

Back to socks

In essence, the socks I wear prime my behavior.

Because I have a pre-association of Einstein with “smart” or sharks with “mean” – they have primed my mind to respond in this way.  They also act as a vivid reminder of my intentions, refocusing my thoughts throughout the day whenever I catch sight of them.

Now does this mean that I’m a completely different person when I wear different socks?

No.  I’m not a completely different person.  My behavior is going to typically fluctuate around some behavioral norm that is my baseline.  This norm is based on a number of factors that impact me including things such as the weather, how well I slept, what others in the room are doing, how I feel, etc.

But at some level, the socks I choose are having an influence on me.  They nudge me to behave in a manner based on the association that I have with them.  It may be a slight change in my behavior, but that slight change could have large impacts on the overall outcome of my day.

A word of caution, you better be careful if you are playing a game of trivial pursuit with me and I am wearing my new Einstein socks.  You’ve been warned!

References:

Bargh JA, Chen M, Burrows L (1996) Automaticity of social behavior: direct effects of trait construct and stereotype-activation on action. Journal of Personality and Social Psychology 71: 230–244.

Cialdini, R. B., (2016) Pre-fluence: a revolutionary way to influence and persuade.  Simon & Shuster, New York, NY.

Dijksterhuis, A., & Knippenberg, A.V. (1998). The relation between perception and behavior, or how to win a game of trivial pursuit. Journal of Personality and Social Psychology, 74(4), 865-877.

Other stuff

*I think that these studies get a bad wrap because the researchers do a horrible job of explaining what their study is about.  For instance, the shrimp treadmill study looked at how long shrimp would move on the treadmill in different water pollution conditions – trying to understand the impact that pollution had on their ability to flee predators and thus help predict how this would impact shrimp farmers in the future.  

**Many priming studies, like a lot of psychological studies, have a hard time being replicated.  The studies listed here have a mixed bag in the replication world – with some replication studies finding the priming effect and others not.  As with all research, we need to be careful in how we interpret their findings and how we apply those findings – often, the specific nature of the research isn’t easily generalized to other situations.  Unless we are talking about socks with images on them – then we know the applications hold true

 

 

 

Behavioral Grooves

Back in September,  I partnered with Tim Houlihan to start “a monthly gathering of curious minds” which we called Behavioral Grooves.  We thought it would be interesting to get like-minded people together to talk about applying behavioral science to life and work.

We had no idea if others would be interested in this…

We announced the meetup and were hoping to get at least a few of the friends that we had contacted to show up.  We ended up with 24 people for that first session where we talked about habits – how they are formed and what people can do to improve them.

We were thrilled!

From there, it took off.  We have over 180 members signed up to our meetup group and it is growing fast.  We have had three monthly sessions as of early January 2018 and our fourth is lined up for two weeks from today.  We have over 20 people who have made it to two or more of the sessions.

I guess we struck a nerve.

For our second session, we invited Professor James Heyman to speak and thought, hey, since he’s here, why don’t we interview him and make a podcast out of it.  Thus, our Behavioral Grooves podcast was born.  Tim and I both loved that so much that we decided that we didn’t want to wait for the next Behavioral Grooves session to record our next one – so we started to invite people and interview them – both live and over the internet.

To date, we have seven interviews recorded and three more in the works.  These podcasts mirror the Behavioral Grooves sessions in that they are conversational in nature where we geek out over behavioral science and how we can apply behavioral science insights into our daily work and lives.

They have been a blast!

In reflecting on this, it appears to me that these two outlets provide us with a way of both learning and sharing.  We want to be advocates for good, ethical use of behavioral science.  We believe that there is much to learn and we can improve our work and lives by understanding and by applying these principles in a thoughtful and deliberate manner.

We also realized that we love the community that this is creating.  A community of curious minds who are interested in science and the application of that science.  A community of people that we can bounce ideas off of.  A community of people that can push us to think about things from new perspectives.

This is ultimately what we have been building and hope that it grows and provides a place and outlet for others, as well as ourselves.

If you are ever in Minneapolis on the third Thursday of the month – please come and join us at our meetup (find out more info here) and if you can’t make that, please listen in to our podcasts (click here to find the latest).

Come and join our community of curious minds!

Thanks!

Kurt

Just do it – finding your motivational muse

barry-sanders-nike-adSometimes, it is the unexpected things that can inspire us.

I remember ripping this ad out of a magazine.  I pulled it out and taped it on the wall next to my computer.  It was the right time, the right moment in my life for this particular message.  I had decided to quit my job and start a company.

Those first few months of going off on my own were scary.  No steady paycheck.  No insurance.  Having just enough money in the bank to survive for three months.  This message was one that helped inspire me to keep going.

To not let my fears stand in the way of my hopes.

To try something I never tried before.

To risk it.

To just do it.

Sometimes we need that inspiration.  Words can create emotional appeals that grab us and don’t let go.  Words can tug at the heart.  They can move us to think in new ways.  To explore new options.

This was my muse…it helped me make my change.

What will your muse be?

 

Don’t Be A Communications Relic – Using behavioral science to make communications more effective

Communication Relic - LGWant to make communications more effective – use behavioral science

Over the past few years, we have seen a shift in how organizations value their internal communications.  In the past, employee focused communications were often an afterthought.  Companies would spend significant time, effort and money on developing out their incentive plans, making sure they were designed to drive the right behaviors and performance, only to communicate it to the field in an e-mail with a 30-page, single-spaced legal contract attached.

Thankfully, this is starting to change.

Today, organizations realize that they need to invest time and resources into their internal communications to optimize their value and impact.  As companies make this investment we are seeing a significant improvement in the design and visual appeal of internal communications – from incentive compensation to benefits to operations; the production value of employee communications has risen.

However, merely making a communication look pretty and appealing isn’t sufficient in today’s hyper-competitive world.  Organizations need their communications not just to inform, but also to spur new behavior and actions.

When companies communicate about programs that require employee action, they often only see a small change in employee behaviors (or no change at all) – even when these actions have clear benefits for the employee (i.e., increasing their contribution to their 401K plan, using a flexible health care spending account, or changing their selling behavior to align with the new incentive plan to maximize their own earnings).

This is where behavioral science comes in.

Behavioral sciences such as psychology, sociology, and behavioral economics help improve organizational communication and drive both action and behavior change.  These cutting edge scientific concepts are currently being used heavily in consumer marketing with positive results – and now they are being implemented by many companies as part of their internal employee communications to achieve similar results inside the company.

Read further to make sure that you’re not being left behind. 

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Moving Past Disappointment Peak

Disappointment Peak

In 1925, four climbers, led by Phil Smith, ventured north from Colorado to Jackson Hole, Wyoming to attempt to climb “The Grand Teton” mountain in the Teton Range.*  The Grand had been summited before, but these four climbers were coming at it from a different route, one that had not yet been explored.  From the valley floor of Jackson Hole it looked like they would have a relatively straight ascent to the peak.

The four climbers set out with high expectations of being the first to chart this new route.  As they progressed up the mountain, it looked like they were getting closer and closer to the summit.  One can imagine their feeling that this goal was within easy reach.  That is until they came up to the top of what they thought was a ridge.  To their dismay, instead of it being another ridge, it was the peak of an entirely different mountain.  The Grand was almost a mile away with a sheer 450-foot drop to the saddle between the peaks.  The four, not wanting to give up,  attempted to rappel down the face of the cliff.  They realized that it was too hard and too dangerous, so they gave up and headed back to Jackson Hole.

Before they left, they named this new summit point, Disappointment Peak.

It is not only climbers who run into disappointment peaks.  We often fall victim to this same dismay when we realize that the goal that we had set out to achieve is harder, will take longer, requires more resources or effort than we first envisioned.

Often, we too give up.

Our illusions

The four mountaineers had fallen victim to an optical illusion of the Grand.  When standing in the Jackson Hole valley if you look directly at the mountain, it seems as if Disappointment Peak is just part of the Grand.  The two peaks appear to be one and the same (see image).

Disappointment Peak

Cannot Discern Disappointment Peak Elevation 11,618

One of the elements of successful change is being able to anticipate how you are going to achieve that change.  We like to plot out the steps that we need to make in order to reach our goal.

The problem comes in when we encounter our own mental illusions – when we think that the goal is much closer or easier than it really is.

One thing that both psychology and behavioral economics have shown us is that as humans, we are really good at self-deception.  We have a number of innate biases that affect our belief formation and influence our thinking – from confirmation biases, base rate fallacies, availability heuristics, gambler’s fallacies, control illusion, and my favorite, the Dunning-Kruger effect (The tendency for unskilled individuals to overestimate their own ability).

Generally, we are overconfident in our abilities and underappreciate the difficulty that is required to achieve change.

These mental illusions set us up.

When our expectations of what this goal is going to cost us in terms of time, effort, energy, and resources does not match with reality and when we realize the summit is much further away than we thought – we become disappointed as well.

  • We are doing great on our diet and losing weight weekly until we hit that plateau and can’t seem to lose those last 15 pounds.
  • The first three chapters of the book flowed smoothly, but we now are encountering writers block and can’t even complete the first paragraph of the fourth chapter.
  • We stopped smoking for five weeks until that project at work stressed us out and we needed something to calm our nerves.
  • We had achieved our goal of making ten cold calls a day for the two weeks but felt dejected that we had not had one sale from those encounters.

Moreover, just like Phil Smith and his companions, we can see the peak in the distance, but can’t seem to rappel down that cliff that is between us and the summit.

Three things to do when you reach your disappointment peak

We cannot always find a way to keep trekking on and reach our goals, but here are a few things to try:

Step back and look for new routes.

Over the years we have conducted a team building event called the electronic maze (see 5 lessons from the maze).  Envision a giant chess board comprised of 54 squares, where some squares beep and others do not, and teams are trying to get from one side to the other stepping only on non-beeping squares. Maze Route

At one point in their journey through the maze, people tend to get stuck and keep running into beeping squares as they move forward to the other side.  The path goes backward here – but EVERY TEAM we have ever worked with has repeatedly stepped on one or more of the “beeping” squares that are in front of them.  Even after repeated failed attempts stepping on the same beeping squares over and over, they cannot fathom that if they just take a step backward, they will ultimately move forward.

Sometimes we just need to look around and see if there is a different path to our goal.

Find new tools/knowledge.

Do you have the right equipment to overcome your obstacles?  Phil and his team attempted to rappel down the cliff and felt it too dangerous.  Today, many climbers specifically go to climb and rappel down that very cliff.  The equipment and knowledge that people have today are much better than what they had 90 years ago.  Are there new or different tools that you could use to overcome your road block?  Would additional knowledge help you in continuing your journey?

Push on through.

Sometimes we just have to grit our teeth and power on through.  As Dory says, “Just keep swimming.  Just keep swimming.”  There are many times when we reach a point of dismay and our mental energy and enthusiasm collapse because it is going to be longer or harder than we thought.

If the goal is important, then sometimes the best solution is to continue to trudge on.  We can think of this as applying Newton’s first law of motion, “An object at rest stays at rest and an object in motion stays in motion with the same speed and in the same direction unless acted upon by an unbalanced force.” (NASA.com)  Our movement towards the goal has stopped, so we need to apply an unbalanced force upon it to get it moving again.

Plan ahead for obstacles.

Just because our mental illusions often trick us, does not mean that we will always be fooled by them.  Before beginning our journey, we can carefully map out the process and try to visualize what potential roadblocks we could encounter.  That process helps prepare us for when we do run into an issue.  In other words, we have primed ourselves and our expectations so that dismay will not fully knock us off our course.  Specifically, we should be asking ourselves:

  • What might happen that could derail the journey
  • What are external forces that could impact this process
  • What are internal forces that could affect this process
  • If we run into one of these obstacles, how will we approach it (“If ________ happens, then we will do __________.”)

We should also tap into our social networks and see if other people we know gone through this process or attempted this change.  These people can be our mentors and help work through with us some of the unforeseen obstacles that we had not thought about.  Their experience and knowledge can not only help identify potential barriers and how to overcome them but also might point us on a route that avoids those obstacles altogether.

Reexamine your goal.

Lastly, reexamine your goal.  Is it worth the effort, time and trouble that it will now take you to achieve?  If it is, keep going for it.  But don’t just blindly go on just because you started.  Climbers too often focus on reaching the summit at peril to their own lives.  Ed Viesturs, renowned mountaineer and bestselling author who’s summited Everest seven times says, “I’ve always had this motto that climbing has to be a round trip. I’ve always understood that getting off the mountain was more important than getting to the top…It’s OK. It’s not a failure…If you’re rushing, if you’re thinking it has to happen today, then you’re going to make bad decisions.” (Time.com) Sometimes it is ok to stop and say, not today.  I’ll try this some other time when conditions are better, or I’m in a better spot.

 

*A common mistake is for people to call the Teton Range “The Grand Tetons.” The Grand Teton is a single mountain while the mountain range’s proper name is “the Tetons” or “the Teton range.”

**Thanks to Michael Anschel for introducing me to the story of Disappointment Peak.

A bike, some lights and motivation: what a stationary bike hooked up to an LED panel of lights can teach us about motivation!

Kurt Nelson, PhD and Ben Granlund

IMG_4449

As part of our exhibit booth at the World at Work 2016 Total Rewards Conference, we designed a method for giving away our promotional t-shirts that simultaneously acted as an experiment to help us understand what motivates people.

What we found out was intriguing and reinforces some key behavioral insights about intrinsic and extrinsic motivation, recognizing accomplishments and having specific goals.

Our process involved a stationary bike that was hooked up to a bank of LED lights1 – the faster and longer you peddled, the more lights lit up, sounds basic enough right?

The six LED light panels set up on a vertical pole that lit up from the bottom to the top – once all six lights were lit up, all the lights flashed and the process was over.

We set our process up a little differently

To earn a very cool “Behavior Matters” t-shirt, all people needed to do was get on the bike and light up one of the lights.

We did not require that people light all six lights, and we did not assign a time length for peddling to earn a t-shirt.  All they had to do was light up one light – a relatively easy process.IMG_4473

Additionally, people could get their name written on our leader board if they were one of the five fastest people to light up all the lights.  This white board with hand written names on it was updated whenever someone earned one of the top five spots.

Our original concept was to have people read one of two sets of written rules – one positive and encouraging; the other bland and discouraging.  The intent was to see if the different messages impacted how people performed or felt about the activity.  We quickly realized that our original plans were not working – too many people wanted to ride the bike and the process ended up being us telling participants the rules instead of them reading them thus invalidating the initial study.

Luckily for us, this is where things got interesting!

Results

While the original communication experiment didn’t pan out, we were still able to gather very interesting findings.  Specifically we were intrigued by some of the insights we gained into extrinsic and intrinsic motivation, the power of leader boards, and the impact that specific goals have on performance.  First, let’s look at the overall results:

A total of 103 people rode the bike over the two days the exhibit hall was open (some participants rode multiple times).  Their performance is shown in table below.

Highest number of lights lit up 1 2 3 4 5 6
# of people achieving level 1 0 6 14 34 48
% of people achieving level 0.9% 0.0% 5.8% 13.6% 33.0% 46.6%
Average time to reach level
(in seconds)
15 0 68.7 46.1 32.5 20.6

The average ride time was 31.7 seconds – with the fastest time being 4.8 seconds and the longest time being 80 seconds.   There is some obvious differences based on physical fitness here as shown by the inverse time required to reach the different levels of lights (i.e., more time on average to reach 3 lights than 4 lights, etc.) which played out in how well people did.

Insights

Do you just want a shirt or are you looking for something more? 

We needed to have an incentive to get most people on the bike.  True, there were some who just wanted to get on the bike and see how many lights they could get, but the vast majority of the people got on the bike to earn the t-shirt.  In other words, they needed an extrinsic reward to participate.

But that’s not the interesting part…

The interesting part was that only one person stopped at the first light (1 out of 103, that’s less than 1%)!  Once they were on, the majority of participants moved past the threshold for earning a t-shirt and continued peddling to see what they could do.  This was not easy – we had the settings on the bike be rather hard. This meant that peddling for more than 15 seconds was difficult for most non-athletes.

We believe once they started the activity, they intrinsic motivation of the bike  kicked in.  The lights tracked their progress immediately and they could directly see how they were doing against the goal.  They wanted to see what they could accomplish.  They no longer worried about the t-shirt – but instead, focused on the event.

 In other words, they challenged themselves to see how many lights could they light up?

They had already committed to participate in order to acquire a t-shirt (the reward) – now they were pushing beyond what was required for the shirt because of the challenge that they were presented with.  If we think about the 4-Drive Model of Employee Motivation (for more info see here, here, here) we see that the Acquire component was instrumental in the motivation to initiate the event, but the ongoing motivation was propelled by the intrinsic drive to Challenge oneself and see how they could do.

Application:

The idea of using an extrinsic motivator to entice people to participate in programs or activities that they are not excited about and then allowing their natural Challenge drive take-over should not be undervalued.  Additionally, the more that a program uses a measure of goal progression, highlighting an individual’s progress, the more a participants Challenge drive is activated.  In other words, the design of your extrinsic incentive program can impact the intrinsic motivation that is activated. Finding cohesion between these extrinsic and intrinsic motivators can certainly help drive the right behaviors.

What’s up with the leader board?

We had a leader board where riders got their name featured if they were one of the five fastest people to light up all six lights.  They did not earn any additional extrinsic reward for being on the leader board – no fancy give-away, no grand prize, not even an extra t-shirt.

So did it make a difference?

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Behavioral Change Consulting

We are exhibiting at the World at Work Total Rewards Conference in San Diego next week #TR16.  We are excited to showcase some of the services that we offer our clients.  One of those areas of expertise is helping companies understand and impact the behavior of their employees.  We help companies understand how their various total rewards and incentive programs drive both the motivation and behavior of their people and how those align with the company strategy.

 

LG Sales Aids – Behavioral Change

LG Sales Aids – Behavioral Change Workshops

Behavioral Change - page 1

Behavioral Change - page 2

 

Behavioral Change Workshop - page 1

Behavioral Change Workshop - page 2

Our new commercial

Behavior Matters!

Motivational hack – using our self-identity to drive behavior change

Each of us has a unique self-identity that both drives what we do and is influenced by what we do.  If we were able to hack into our self-identity, to leverage this influence, it would help provide one of the emotional drivers of change that we require.

As I’ve stated before, for most people, purposeful change needs to have an emotional foundation for it to be sustainable (see here, here).  The challenge we face is the fact that tapping into our emotions is very difficult and often a random process, thus making purposeful change harder.

Since our self-identity is innately tied to our emotional core, being able to use our self-identity to help motivate behavior change could be very powerful.

Self-identity overview

We often think of our self-identity as one cohesive overriding concept of who we are.

That’s a misconception.

Psychologists tend to think of people’s self-identity as being made up of a number of smaller self-schemas that are combined together.  These different schemas dominate our personality at different times depending on the circumstance, social group or environment that we find yourself in.  For instance, you might be the strong forceful decision maker when in family situations, but in social situations outside of the family, you might think of yourself as more of a follower.

Self-Schema's

Our self-identity is comprised of many self-schemas

One way to think about self-schemas is to imagine that they are miniature mind-maps that guide how we think of ourselves in a given situation.  This map helps us envision how we should behave and think. 

This map is the lens of how we see ourselves fitting into and responding to the world. It prescribes what we expect our actions and thoughts to be in that specific situation.

This identity lens also colors our world.  It can have a strong influence on what we see, what we feel, and what we experience.  It also impacts how we interpret and how we respond to what we see/feel/experience.

We have beliefs or self-schemas about whether we are fun or boring, outgoing or shy, combative or peaceful, brave or cowardly, and these schemas shape what we pay attention to, how we encode the information we receive, and what information we retrieve based on the situation (Wheeler, Petty, Bizer, 2005).

In this sense, schemas reflect our core values of who we are and how we fit in the world.

Horowitz (1998) describes it as follows: “Self-schemas include scripts, future intentions and expectations about self-realization, and core values. These self-schemas function as cognitive maps; simplifying details into attitudes…”

Schemas are also temporal in nature which means that we can think of ourselves as behaving and thinking differently based on the timeframe we imagine ourselves in – i.e., whether we are thinking of ourselves in the past, present or future tense.

Therefore, we can visualize our future self as being different than what we are today. Sometimes this future self is labelled our “possible self” or our “ideal self” which is appropriate.  The temporal nature of our self-schemas play an important role in how we plan out our lives and make choices for the future.

Schemas and change

So how does this impact our self-change initiatives?

First, we can think about how well our behaviors match with the schemas we hold of ourselves.  If our behaviors fit with that vision of who we are, those behaviors are “congruent”; if they do not align with that vision, they are “incongruent.”

 

change - congruent self

Congruent Behavior – reinforces and is reinforced by self-schema

change - incongruent self

Incongruent Behavior – creates angst to stop behavior or reassess self-schema

 

 

 

 

 

 

 

 

 

For instance, if I think of myself as “a walker”, I will have a stronger motivational pull to choose to walk when I have an option between walking or driving (or other mode of transportation).   Walking would be congruent with my vision of myself.  However, if I find myself sitting on the couch, vegging out in front of the T.V., that would be an incongruent behavior that would exert a sense of cognitive angst at not living up to my self-schema and would push me to get up and go for a walk around the block. The more congruent the new change behavior is, the stronger the motivational pull to engage in that behavior.  Conversely, the more incongruent the behavior, the stronger the pull is to stop that behavior in order to get back in alignment. 

This is the self-regulation part of schemas and it works for however we envision ourselves.

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