Illusions of Control: Striving for Control in Our Personal and Professional Lives

Capa
Greenwood Publishing Group, 1998 - 178 páginas

Illusions of control are explored in a wide variety of domains--from the micro level of the self and interpersonal relations to the macro level of large organizations and intergroup and international relations. The authors argue that people are motivated to control the world, and in particular, to control future events. This tendency is strong in Western industrialized societies, where modern science is seen as a means through which humans can gain mastery over environmental conditions. The tendency to control can have positive and negative consequences. Illusions of control are often shattered by unexpected events such as divorce, death, and by technological and environmental changes. The authors argue that the best strategy for coping is to develop long-term goals and short-term strategies. Working from a multidisciplinary perpective, they show how to avoid the pitfalls of these illusions of control. This book will be of interest to students and professionals in social psychology, and organizational behavior management.

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Conteúdo

The Boundaries of Illusions of Control
The Emergence of Modern Illusions of Control
7
Evolution Runaway Selection and Control
15
SelfControl Psychological Control at the Personal Level
21
Control and Rationality
33
Conspiracies and Tokens The PsychoPolitical Picture of Control
39
The American Dream A Basis for a Grand Illusion of Control
47
Controlling our Childrens Future Or Why the Next Generation Seems so Obstinate to Go Its own Way
51
Controlling the Economy and Other Great Illusions of the Dismal Science
97
Controlling Authoritarianism Can We Survive Destructive Personalities?
107
Controlling Conflict The Longest Illusion
117
The Paradox of Technology and Conflict Control
125
Control of the Ethereal Cultural and Values
131
Motivation and Control of Cultural Development
139
Toward Solutions PerformanceDriven Control PDC in our Personal and Professional Lives
151
Bibliography
159

Control and the Unofficial Organization A Story of Neglect
59
10 Controlling Corporate Culture
69
Leaders In Control
77
Modern Specialists Greater and Greater Control over Less and Less
85
Subject Index
169
Name Index
171
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Página 11 - I have bedimm'd The noontide sun, call'd forth the mutinous winds, And 'twixt the green sea and the azured vault Set roaring war: to the dread rattling thunder Have I given fire and rifted Jove's stout oak With his own bolt; the strong-based promontory Have I made shake and by the spurs pluck'd up The pine and cedar: graves at my command Have waked their sleepers, oped, and let 'em forth By my so potent art.
Página 29 - WHETHER I shall turn out to be the hero of my own life or whether that station will be held by anybody else, these pages must show.
Página 135 - Turning and turning in the widening gyre The falcon cannot hear the falconer; Things fall apart; the centre cannot hold; Mere anarchy is loosed upon the world, The blood-dimmed tide is loosed, and everywhere The ceremony of innocence is drowned; The best lack all conviction, while the worst Are full of passionate intensity.
Página 5 - Re-engineering is defined as: 'the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service and speed.
Página 25 - Out, damned spot! out, I say! One: two: why, then 'tis time 'to do't. — Hell is murky! — Fie, my lord, fie! a soldier, and afeard? What need we fear who knows it, when none can call our power to account? — Yet who would have thought the old man to have had so much blood in him? Doct. Do you mark that? Lady M. The thane of Fife had a wife; where is she now? — What, will these hands ne'er be clean ? — No more o...
Página 106 - Then you should say what you mean," the March Hare went on. "I do," Alice hastily replied; "at least — at least I mean what I say — that's the same thing, you know." "Not the same thing a bit!" said the Hatter. "Why, you might just as well say that 'I see what I eat' is the same thing as 'I eat what I see'!
Página 63 - I think you might do something better with the time," she said, "than wasting it in asking riddles that have no answers.
Página 63 - I don't know what you mean,' said Alice. 'Of course you don't!' the Hatter said, tossing his head contemptuously. 'I dare say you never even spoke to Time!' 'Perhaps not,' Alice cautiously replied: 'but I know I have to beat time when I learn music.' 'Ah! that accounts for it,' said the Hatter. 'He won't stand beating. Now, if you only kept on good terms with him, he'd do almost anything you liked with the clock. For instance, suppose it were nine o'clock in the morning, just time to begin lessons:...

Sobre o autor (1998)

FATHALI M. MOGHADDAM is Professor of Psychology at Georgetown University in Washington, D.C. and is the co-author of Theories of Intergroup Relations (Praeger, 1994).

CHARLES STUDER is a management practitioner in Switzerland.

Informações bibliográficas