changingminds.org

How we change what others think, feel, believe and do

 

Disciplines

 

Techniques

 

Principles

 

Explanations

 

Theories

 

 

Home

 

Blog!

 

Quotes

 

Guest articles

 

Analysis

 

Books

 

Help us

 

Links

 

 

Please help
and share:

 

Covariation Model

 

Explanations > Theories > Covariation Model

Description | Example | So What? | See also | References 

 

Description

When explaining other people’s behaviors, we look for similarities (covariation) across a range of situations to help us narrow down specific attributions. There are three particular types of information we look for to help us decide, each of which can be high or low:

  • Consensus: how similarly other people act, given the same stimulus, as the person in question.
  • Distinctiveness: how similarly the person acts in different situations, towards other stimuli.
  • Consistency: how often the same stimulus and response in the same situation are perceived.

People tend to make internal attributions when consensus and distinctiveness are low but consistency are high. They will make external attributions when consensus and distinctiveness are both high and consistency is still high. When consistency is low, they will make situational attributions.

People are often less sensitive to consensus information.

Example

If a manager yells at a person, we assume it is his nature if he is the only person to yell at that person (low consensus), he yells at other people too (low distinctiveness) and he yells at them often. However, if everyone else gets cross with the same person (high consensus) and the manager does not yell at other people (high distinctiveness), we assume it is something external—probably the person being yelled at. Finally, if the manager has not yelled at the person before, we assume that something unusual has happened (situational attribution).

So what?

Using it

Use this to help understand how others are thinking. 

See also

Attribution Theory, Correspondent Inference Theory

References

Kelley (1967)

|zk|awa|dp|

More Kindle books:

And the big
paperback book


Add/share/save:


 

 


Save the rain


 

 


SalesProCentral

 

Contact Caveat About Students Webmasters Awards Guestbook Feedback Sitemap Changes

 

 

Quick links

Disciplines

* Argument

Brand management

* Change Management

Coaching
+
Communication

Counseling

Game Design

+ Human Resources

+ Job-finding

* Leadership

Marketing

Politics

+ Propaganda

+ Rhetoric

* Negotiation

* Psychoanalysis

* Sales

Sociology

+ Storytelling

+ Teaching

Warfare

Workplace design

 

Techniques

+ Assertiveness

* Body language

* Change techniques

* Closing techniques

+ Conversation

Confidence tricks

* Conversion

* Creative techniques

* General techniques

+ Happiness

+ Hypnotism

+ Interrogation

* Language

+ Listening

* Negotiation tactics

* Objection handling

+ Propaganda

* Problem-solving

* Public speaking

+ Questioning

Using repetition

* Resisting persuasion

+ Self-development

Sequential requests

Stress Management

* Tipping

Using humor

* Willpower

Principles

+ Principles

Explanations

* Behaviors

+ Beliefs

Brain stuff

Conditioning

+ Coping Mechanisms

+ Critical Theory

+ Culture

Decisions

* Emotions

Evolution

Gender

+ Games

Groups

+ Identity

+ Learning

Meaning

Memory

Motivation

+ Models

* Needs

+ Personality

+ Power

* Preferences

+ Research

Relationships

+ SIFT Model

+ Social Research

Stress

+ Trust

+ Values

Theories

* Alphabetic list

* Theory types

 


  Changing Minds 2002-2013

  Massive Content -- Maximum Speed

TOP