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Social Cognitive Theory
Transcript of Social Cognitive Theory
In 1986 Bandura publishes "Social Foundations of Thought and Action: A Social Cognitive Theory" expanding on "social learning theory" analyzing the role of human motivation and action
Bandura continues to theorize and work with SCT throughout his career Bandura's Triadic Reciprocal Determinism Michael Cestare
Spring 2013 SCT Is a brand of social psychology studying how people think about themselves and others
Views people as information processors that take in information, sort, and interpret
Early-mid 20th century - psychology dominated by behaviorist tradition (B.F. Skinner, reward vs. punishment)
Stemmed from works by Miller and Dollard in 1941 identifying factors influencing learning behavior (behavior learned through observation) Overview (Cont) 4. Self Regulation - Controlling oneself through self-monitoring, goal-setting, feedback, self-reward, self-instruction, and social support
Keys to Success: Build in goal-setting activities throughout an intervention; create realistic and measurable goals; allow time for reflection and evaluation regarding successes/failures
5. Facilitation/Behavioral Capability: Providing tools, resources, or environmental changes that make new behaviors easy to perform
Keys to Success: Provide knowledge and skills-based training
6. Observational Learning - Beliefs based on observing similar individuals or role models perform a new behavior
Keys to Success: Provide credible role models who reflect the target population and perform the desired behavior Overview (Cont) 7. Incentive Motivation - The use and misuse of rewards and punishments to modify behaviors
Keys to Success: Determine what incentives motivate participants to participate in the intervention; provide options!
8. Moral Disengagement - Ways of thinking about harmful behaviors and the people harmed that make infliction of suffering acceptable by disengaging self-regulatory moral standards
Keys to Success: Re-engage self-regulatory moral standards by illuminating possible dehumanization and diffusion of responsibility onto others Model Utility SCT is useful for assessing an individuals motivation to exercise or perform a behavior, or predicting outcomes in the following populations:
Those with chronic disease (obesity, breast cancer) (Wood and Bandura, 361-84) Overview (Cont) Outcome Expectations - Beliefs about the likelihood and value of consequences of behavioral choices
Keys to Success: Demonstrate positive outcomes for performing the desired behaviors
Self-Efficacy - Confidence or beliefs in one's ability to perform a given behavior. Self-efficacy is task specific, and can increase or decrease based on the specific task at hand, even in related areas
Keys to Success: Break down behavior change into small, measurable steps; allow intervention participants to recognize and celebrate small successes in the path to grand behavior change
Collective Efficacy - Confidence or belief in a group's ability to perform actions to bring about desired change; also the willingness of community members to help
Keys to Success: Bring people together and mobilize to action Overview (Cont) Reciprocal Determinism: Personal factors, environmental factors, and behavior continuously interact by influencing, or being influenced by one another
Moral Disengagement Model Efficacy Model Strengths Model Limitations Discussion & Questions SCT interventions were effective for obese women, working mothers, breast cancer survivors, and African American pre-schoolers
Interventions varied; improved physical self-concept, self-efficacy, and body image satisfaction
Also improved moderate-vigorous physical activity
Short term interventions = short-term improvements Multidimensional: avoids stages of change and rigid processes
Concepts are applicable in real-world implementation
Universality: can be used in a number of settings and for different cultures/populations
Large body of research Too broad, tries to explain too many aspects of human behavior with limited constructs
Strong reliability, but poor validity
Relies too much on self-reporting (reporter bias)
Too much emphasis on self-efficacy and control
Lack of attention to genetic and biological factors References:
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Wood, R. E., & Bandura, A. (1989). Social cognitive theory of organizational management. Academy of Management Review, 14(3), 361-384. (Int'l encyclopedia of social sciences, 2008) (Int'l encyclopedia of social sciences, 2008) (Glanz, Rimer and Viswanath, 2008) (Glanz, Rimer and Viswanath 2008) (Glanz, Rimer and Viswanath 2008) (Glanz, Rimer and Viswanath 2008) (Glanz, Rimer and Lewis 2002) (Glanz, Rimer and Viswanath 2008)