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Attribution theory

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Attribution theory

  1. 1. Misha Hawkins, BSN, RN
  2. 2. • Introduced by Fritz Heider in 1958. • Attribution refers to “the process of explaining one's own behavior and the behavior of others” (nursingplanet.com, 2011). • The Attribution Theory discusses how people describe events and experiences in their lives and how they adapt to the results of those actions. OVERVIEW OF THE ATTRIBUTION THEORY
  3. 3. • The rationale behind the theory is to recognize why a situation happened so that future events can be anticipated and controlled. • The theory proposes that people’s actions are attributable to internal and external factors. • Situational or Dispositional • Most people state that they are able to explain or “attribute” the causes of someone’s or their own behavior or actions. OVERVIEW OF THE ATTRIBUTION THEORY
  4. 4. • The Attribution theory can be used to explain the difference in motivation between high and low doers. • High achievers will attempt, rather than evade, responsibilities related to prospering. • High achievers believe that failure is considered to be caused by bad luck and is not their fault. STRENGTHS OF THE THEORY
  5. 5. • The Attribution Theory can used for people to blame others and avoid personal convictions. • Low achievers avoid activities that lean towards success because they tend to doubt their abilities or skills. • Low achievers presume accomplishments are related to luck or other factors beyond their control, not themselves. WEAKNESSES OF THE THEORY
  6. 6. • The theory is a great method to use to create a sense of motivation for a person or a group of people. • People tend to interpret their environment that will create a positive self image. • Causes issues with judgment of self and others. PERSONAL PERSPECTIVE OF THE THEORY
  7. 7. • Leaders should have an understanding of their staff’s reaction to certain situations. • Leaders should identify characteristics that guide attributions for achievement. • The theory provides an outlet for management to allow their staff to have feelings of self-efficacy. • Management should also be able to gauge cause and effect of specific situations. USEFULNESS OF THE THEORY IN MANAGEMENT PRACTICE
  8. 8. • Use to set strategic learning goals • Motivation • Use of prediction of behaviors RECOMMENDATIONS FOR USE OF THE THEORY
  9. 9. QUESTIONS
  10. 10. Nursing Planet (2011). Attribution Theory. Retrieved from http://nursingplanet.com/theory/Attribution_theory.htm Clark, C.C. (2009). Creative nursing leadership and management. Sudbury, MA: Jones and Bartlett. Furst, S.A., & Cable, D.M., (2008). Employee resistance to organizational change: Managerial influence tactics and leader–member exchange. Journal of Applied Psychology, 93(2), 453–462. Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2012). Organizations: behavior, structure, processes (14th ed). New York: McGraw-Hill. Lagnado, D.A., & Channon, S. (2008). Judgments of cause and blame: The effects of intentionality and foreseeability. Cognition, 108(3), 754-770. REFERENCES

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