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Forming Relationships and the Matching Hypothesis

Forming Relationships and the Matching Hypothesis ..

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Matching Hypothesis; Parasocial Relationships;

Murstein (1972) also found evidence that supported the matchinghypothesis: photos of dating and engaged couples were rated interms of attractiveness. A definite tendency was found for couplesof similar attractiveness to date or engage.

Social Psychology: Matching Hypothesis - YouTube

A silly starter activity/icebreaker. I printed these off and blutacked two sets up - one on a whiteboard, one on a window. Working in groups, students had to rate them, and then they had to match them up into who would date who, and justify to the other group why they had matched certain photos together. The students really enjoyed it and it helped to get across the idea of rating attractiveness being really subjective. We came back to the photos later on, after looking at the theory, and they annotated them with speech bubbles for why each of them were attracted to the other, and whether their relationship was likely to be long lasting and why. Also led to discussion of Tinder supporting the matching hypothesis!

3/23/2015 · Social Psychology: Matching Hypothesis ..

A silly starter activity/icebreaker. I printed these off and blutacked two sets up - one on a whiteboard, one on a window. Working in groups, students had to rate them, and then they had to match them up into who would date who, and justify to the other group why they had matched certain photos together. The students really enjoyed it and it helped to get across the idea of rating attractiveness being really subjective. We came back to the photos later on, after looking at the theory, and they annotated them with speech bubbles for why each of them were attracted to the other, and whether their relationship was likely to be long lasting and why. Also led to discussion of Tinder supporting the matching hypothesis!

Huston (1976) argued that the evidence for the matchinghypothesis didn’t come from matching but instead on the tendency ofpeople to avoid rejection hence choose someone similarly attractiveto themselves, to avoid being rejected by someone more attractivethan themselves. Huston attempted to prove this by showingparticipants photos of people who had already indicated that theywould accept the participant as a partner. The participant usuallychose the person rated as most attractive; however, the study hasvery flawed ecological validity as the relationship was certain,and in real life people wouldn’t be certain hence are still morelikely to choose someone of equal attractiveness to avoid possiblerejection.

Formation of Relationships - Matching Hypothesis starter by ..

Increasingly we are finding that openness and nondefensiveness to feedback are critical dimensions of development. In a very important set of studies, it was found physicians who were disciplined by state licensing boards, and who graduated from several major medical schools, were more likely to have demonstrated unprofessional behavior in medical school than was a matched control group who were disciplined. These researchers concluded that patterns of unprofessional behavior in many cases are recognized early and are long-standing. (Papadakis, Hodgson, Teherani, & Kohatsu, 2004) In a subsequent study, Papadakis et al., 2008 found two predictors of disciplinary action against practicing internal medicine residents: unprofessional behavior and a low score on the internal medicine certification examination. One of the components in the first study was a failure to accept and integrate feedback.

Kaiser, R. B., & Overfield, D. V. (2011). Strengths, strengths overused, and lopsided leadership. , (2), 89–109. doi:10.1037/a0024470. Riding the growth of positive psychology, strengths–based development has become a popular approach to helping managers become better leaders. This school of thought advises managers to maximize their natural talents rather than try to correct weaknesses. This article takes issue with this advice and considers how it can, ironically, lead managers to turn their strengths into weaknesses through overuse as well as cause them to neglect shortcomings that can degrade the performance of employees, teams, and organizations. Hypotheses are developed about the relationship between specific personal strengths and leadership behaviors as well as the joint tendencies to overdo behaviors related to one's strengths while underdoing opposing but complementary behaviors. Strong support was found for the tendency of managers to do too much of the behaviors related to their strengths and more modest support was found for the tendency of managers to do too little of opposing but complementary behaviors. The implications of these findings are discussed in terms of future research needs and how to apply the strengths approach in a way that minimizes downside risk in developmental applications.

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Luthans, F., Norman, S. M., Avolio, B. J., & Avey, J. B. (2008). The mediating role of psychological capital in the supportive organizational climate—employee performance relationship. , (2), 219–238. doi:10.1002/job.507. Although the value of a supportive organizational climate has been recognized over the years, there is a need for better understanding of its relationship with employee outcomes. This study investigates whether the recently emerging core construct of positive psychological capital (consisting of hope, resilience, optimism, and efficacy) plays a role in mediating the effects of a supportive organizational climate with employee outcomes. Utilizing three diverse samples, results show that employees' psychological capital is positively related to their performance, satisfaction, and commitment and a supportive climate is related to employees' satisfaction and commitment. The study's major hypothesis that employees' psychological capital mediates the relationship between supportive climate and their performance was also supported. The implications of these findings conclude the article.

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Massimini, F., & Delle Fave, A. (2000). Individual development in a bio–cultural perspective [Special issue]. , (1), 24–33. doi:10.1037//0003–066X.55.l.24. Biological and cultural inheritance deeply influence daily human behavior. However, individuals actively interact with bio–cultural information. Throughout their lives, they preferentially cultivate a limited subset of activities, values, and personal interests. This process, defined as psychological selection, is strictly related to the quality of subjective experience. Specifically, cross–cultural studies have highlighted the central role played by optimal experience or flow, the most positive and complex daily experience reported by the participants. It is characterized by high involvement, deep concentration, intrinsic motivation, and the perception of high challenges matched by adequate personal skills. The associated activities represent the basic units of psychological selection. Flow can therefore influence the selective transmission of bio–cultural information and the process of bio–cultural evolution.

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