Effectiveness of power motivation training in rehabilitating alcoholics.

Cutter, Henry S. G.; Boyatzis, Richard E.; Clancy, Dominique

doi:10.15288/jsa.1977.38.131

Cited by 23 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…For example, the impact of Achievement Motivation Training was a dramatic increase in small business success, with people creating more new jobs, starting more new businesses, and paying more taxes than comparison groups (McClelland and Winter, 1969; Miron and McClelland, 1979). The impact of power motivation training was improved maintenance of sobriety (Cutter et al , 1977). But there are few models or theories of how individuals change and develop in sustainable ways (Prochaska et al , 1992; McClelland, 1965).…”

Section: How Do We Know It Work?mentioning

confidence: 99%

An overview of intentional change from a complexity perspective

Boyatzis

2006

Journal of Mgmt Development

225

247

View full text Add to dashboard Cite

Purpose -Change, and in particular intentional or desired change, has not been understood nor systematically studied. By applying concepts from complexity theory to intentional change theory, the purpose of this paper is to provide a new level of insight into why and how sustainable desired change can occur at all levels of human/social interaction, from individual to teams to organizations to communities, countries and the globe. Design/methodology/approach -Using research from over 30 years of longitudinal studies of individual and organizational change, the concepts are explored and implications proposed. Findings -Sustainable, intentional change is on the whole discontinuous. It occurs through a series of five discoveries or emergence conditions. It is driven by the interplay of the positive and negative emotional attractor. It follows the described process at all fractals of human organization.Research limitations/implications -Extensive empirical research has been done at the individual level, but only case studies at the organization and country levels. Practical implications -Every person seeking to explore, understand, or facilitate sustainable, desired change can be helped by the model and understanding how it functions. Originality/value -The theory of intentional change is relatively new to the literature, as is the use of complexity theory.Keywords Change management, Complexity theory, Individual development Paper type Conceptual paperFor all of the time, effort, and money invested in attempts to help individuals develop through education, training, and coaching, there are few theories that help us to understand the change process. Other than Prochaska et al. (1992) and McClelland (1965), the actual process of change is left like a mysterious black box. Theories or models of how teams, organizations, communities, countries or even global change occur are more frequent but are often a post hoc description of how the consultants or change agents went about the process. As a result they lack the depth and utility of sound theory. Each new framework has the potential of being a new "change fad", but seldom are they put to the empirical test of demonstrating sustainable results.One of the reasons for this paucity of good theory is that the underlying paradigm on which they are conceptualized is lacking in credibility. The idea of smooth, continuous change does not fit with the reality most of us experience. In this paper and this entire Special Issue of this journal, we will describe a theory of change that has produced demonstrable results at the individual level, and, we believe, explains change at other levels of human and social organization. We also go on to explain that it requires the use of complexity theory to understand the process of change. Once concepts from complexity theory are applied, it then becomes a distinct possibility that this theory of change helps to explain sustainable change at all levels of human and social organization.The current issue and full text archive of this j...

show abstract

Section: How Do We Know It Work?mentioning

confidence: 99%

An overview of intentional change from a complexity perspective

Boyatzis

2006

Journal of Mgmt Development

225

247

View full text Add to dashboard Cite

show abstract

“…Studies of fantasy showed that men gained in feelings of power after drinking, and those who were power oriented to start with drank even more to get that feeling of strength, particularly if they were low in self-control. So a power-motivation training program was developed which gave alcoholics precise feedback on their individual need for power, the way alcohol satisfied it, and alternative and less destructive behavioral ways in which they might feel strong and competent (Cutter, Boyatzis, & Clancy, 1977). The contribution of this program when added to the standard therapy program in use in a good VA hospital has been evaluated.…”

Section: Introductionmentioning

confidence: 99%

Managing motivation to expand human freedom.

McClelland¹

1978

American Psychologist

118

View full text Add to dashboard Cite

“…ICM telah diterapkan dalam berbagai konteks; praktik manajemen diri diabetes (Dyck, Caron, &Aron, 2006), dan studi hasil yang melibatkan perubahan dan ketenangan yang disengaja (Boyatzis, 1976;Cutter &Boyatzis, 1977). Banyak penelitian juga telah dalam konteks pendidikan, khususnya untuk memahami pengembangan kompetensi kepemimpinan (Ballou, Bowers, Boyatzis, &Kolb,1999;Boyatzis &Saatcioglu, 2008;Boyatzis, Stubbs, &Taylor, 2002).…”

Section: Pendahuluanunclassified

Pelatihan Intentional Change Model untuk Meningkatkan Leader Effectiveness Pengurus PPGT

Mahari¹,

Handoyo²,

Eko³

2020

humanitas

View full text Add to dashboard Cite

Efektifitas pemimpin bukanlah hal yang mudah untuk dicapai oleh seorang pemimpin. Pemimpin itu harus membangun kesadaran untuk memperlengkapai diri dan anggotanya demi tercapainya tujuan. Keyakinan intrapersonal dalam kapabilitasnya untuk berfungsi sebagai pemimpin disebut leader role-efficacy (LRE), kemampuannya untuk menavigasi dan mengelola hubungan interpersonal dengan anggotanya disebut leader trust in subordinate (LTS), keduanya merupakan elemen kunci dari leader effectiveness. Penelitian ini bertujuann untuk mengetahui apakah pelatihan intentional change model (ICM) dapat meningkatkan leader effectiveness pengurus Persekutuan Pemuda Gereja Toraja (PPGT) jemaat Pajalesang Palopo. Subjek penelitian yaitu pengurus organisasi PPGT berjumlah limabelas orang sebagai one group pre and post-test design. Kuesioner pre-test diberikan seminggu sebelum perlakuan dan kuesioner post-test diberikan dua minggu setelah perlakuan. Alat ukur yang digunakan oleh peneliti adalah Leader effectiveness scale dari Ladegard dan Gjerde (2014) dan Psychological Capital Quetionnaire (PCQ) dari Luthans, Youssef, dan Avolio (2015). Dari pengukuran menggunakan teknik analisa t sample t-test. Hasil penelitian bahwa terdapat perbedaan signifikan nilai sebelum dan setelah diberi perlakuan pelatihan intentional change model dengan nilai signifikansi sebesar p=0,000 (p?0,05). Kata kunci: Efektivitas Pemimpin; Intentional Change Model; PPGT.

show abstract

Effectiveness of power motivation training in rehabilitating alcoholics.

Cited by 23 publications

References 0 publications

An overview of intentional change from a complexity perspective

An overview of intentional change from a complexity perspective

Managing motivation to expand human freedom.

Pelatihan Intentional Change Model untuk Meningkatkan Leader Effectiveness Pengurus PPGT

Contact Info

Product

Resources

About