Activities

Chapter One
Honestly, I was a bit shocked to hear that there was even a correlation between your grandpas food intake and your
health. I found myself not wanting to believe that it is true because it sounded a bit absurd; but, Ive had to tell
myself that it is true due to the strong evidence that Sweden provides. The podcast states that if you ate less or
starved as a boy between the ages of 9 and 12, then your kids and grandkids will benefit from your suffering. These
ages are in the slow-growth period, and the body sets aside a stock of cells to make sperm cells that can be carried
to the next generations. I find it remarkable that the kids and grandkids have a less chance of heart disease by ,
less chance of developing diabetes, and can live longer by 30 years. You can live up to 30 more years all because your
grandpa starved as a boy?! It sounds comical but can potentially be useful to know. I am curious to know how they
define starvation. Did grandpa fast? Eat 100 calories a day? Have reasonable portions? Additionally, are there any
other factors that contribute to these health benefits in later generations? On the other hand, if grandpa overate or
didnt starve, then the grandkid would have a greater chance of heart attacks and diabetes by 400 percent. Can the
kid prevent that or does he have to deal with that high risk? How did they define overeating? Larger portions?
Becoming obese? If its just more than the average, then it makes me think about how much more the grandkids
would be affected if the grandpa was obese as a boy. The podcast also mentioned how health problems can develop
in later generations where the grandpa smoked when he was 10-11. Unfortunately for me, my grandpa did smoke
when he was very young, so I wonder which diseases (physical and mental) in our family are a result of his bad habit.
Could all this information be similar in girls and women or is it strictly in a mans sperm?

There is an abundance of information in the article, and I found it quite intriguing. At the same time, I found it odd
because of how quick Pinker and others dismissed or paid less attention to environmental factors. I honestly am
more on the nurture side of the debate, but Pinker makes me wonder and consider just how much nature or genetics
plays a role in shaping who we are. I would like to get a test to see what diseases I am at risk for and see my
personality traits. I wonder what will shock me My mom was told while growing up that she was Native American,
but her genetic test claimed that she had no trace of it. Quite shocking news for her and her siblings. Pinker states
that we dont know what made us what we are, mentioning that we dont know what causes differences in identical
twins or why people are different in the same culture. He is quick to say that environment has less of an influence
than genes and tries to support this by explaining possible biological causes. If a biological cause doesnt support
individuality, then he says the other factor is chance. I found it strange because it seemed as if it was so difficult for
him to accept or consider environment as a likely contributor to someones differences. Pinker did state that the
environment is a cafeteria of options, which I believe is true to an extent. But I dont think each aspect of the
environment is optional. On a different note, I became curious about the fact that genetic quirks and accidents can
magnify over time.

Motivation can be thought of as being an instinctual part of human nature. I think that Pinkers article supports this
idea because his focus is on genetics, something uncontrollable or just a part of you like instinct. Behavior and
genetics can be linked because genes can potentially dictate or influence your temperaments and thought patterns,
which could in turn influence your behavior. If we are wired to be curious, then our behavior could reflect our
curiosity (i.e. researching in the library about a topic that you find interesting). Pinker mentions that we could identify
what genes can incline someone to be nice or mean. If that is the case, then genetics can certainly play a role in how
you behave nicely or in a rude manner. Genes, like ones that make serotonin transporters, can be linked to
depression or anxiety. An individual with this gene can behave in ways that reflect depression or anxiety. But how
strongly can genetics and behavior be correlated? In my opinion, perhaps an adequate amount, but I dont think it
is as strong as Pinker makes it seem; I would need to do more research on that to be convinced. I agree with the fact
that genetics can influence behavior, but I do not believe it is the cause or main factor as other factors like
environment can help shape an individual and how he or she acts.
Chapter Two

Research on Student Motivation

https://www.insidehighered.com/news/2013/04/25/new-study-links-student-motivations-going-
college-their-success

1. The main method used was a web-based survey. All students from two diverse colleges received an email
invitation with a description of the survey and a link to the survey. Those who participated were entered to
win an iPod. Those who did not yet participate received a follow-up email.
2. There were 2,520 participants total 962 students from a 4-year college and 1,558 students from a
community college.
3. I do not think that the participants have the same gender/ethnic/age distribution of UNCC students. In the
study, there is a little more than double the amount of females than there are males, nearly three-quarters
of the students are between the ages of 18 and 24, and a little more than three-quarters of the students
are white. I believe UNCC is much more diverse than that. Just from my observation, I believe there is an
equal amount of females and males. I dont see an abundance of females but a handful of each gender as I
walk around campus. I think a good portion of students at UNCC are between the ages of 18-24, which is
similar to the study, but I would think that there are more students between the ages of 25-30 than there
are in the study, as I have interacted with students in that age range in nearly every class Ive been in thus
far. Also similar to the study is the amount of white students; however, I think there are many more
students at UNCC who are African American than there are in this study. Overall, I dont think the
distribution is the same, although there are some similarities.
4. They measured motivation (an independent variable) through their self-reported college GPA (one
dependent variable) and by their intention to persist (another dependent variable) that was assessed by
having students respond to three items with a 7-point Likert-type scale. Additionally, they measured and
assessed motivation with three other scales Competence Motivation scale derived from the Academic
Motivation Scale, The Need for Relatedness at College Questionnaire, and the Autonomous Motivation
Scale. Researchers also collected each students demographic information with a questionnaire.

#4 - What you have is mostly correct! However don't get confused with "how something is measured" and "studying
the relationship between two variables". Motivation was measured with those three scales you mentioned,
Competence Motivation, Need for Relatedness, and Autonomous Motivation. It is not measured through the
dependent variable; it is studied in order to see if it has a relationship, or is a predictor of, the dependent variable(s).
In this case, the dependent variables were, like you said, GPA and intention to persist.

Employee Motivation Report

One of the most surprising parts of the report were the findings on praise and recognition. This is a successful
motivator for forty percent of employees but a lack of this de-motivates half of the employees! It makes me question
how much people are being praised and recognized. Are the people who get praised and recognized only praised
and recognized once or a few times a year? If its a little amount, then I can see why it is a motivator but not a very
strong one. I think the people who would like praise and recognition want to expect it every once and a while to feel
worthy. One of the other most surprising parts of the report were the employers methods for motivating their
employees; it varies greatly from what the employees say actually motivates them. Praise and recognition is the
second top motivator for employees and a lack thereof is the second de-motivator. However, employers seem to
give that area little attention as it is their fifth priority at twenty-three percent. Personally, I find it a bit comical that
they believe training and development is their top way of motivating people. It is essential to want to develop and
acquire new skills, but I find that to be something employers expect from employees anyway and something that
people dont strive for but rather realize during or after the work. Wanting to develop isnt going to drive me to want
to do the work; perhaps being recognized for the work I put forth will drive me to continue working. I believe this
shows how little employers know their employees and how much communication is missed between them.
The findings on praise and recognition in relation to money as motivators agree with a portion of the books text.
The report states that only 1/3rd of employees are motivated by financial rewards the fifth top motivator. Praise
and recognition is more motivating than money, and T.A. Ryan argues that wages are secondary to independence,
recognition, and value (25). Harrell argues that people arent motivated by money alone and that workers are treated
as if they do not care about self-approval and self-respect (25). I believe Harrells argument is seen in the report
because employers dont seem to think that workers prioritize those elements as it is their fifth priority when trying
to motivate their workers. Praise and recognition that employees wish to receive can be a motivator because it will
make them feel worthy, agreeing with the element of feelings of worth and recognition that was stated by Viteles
(17). The only disagreement here is that Viteles believed this focus was the prime element or source of motivation,
but this focus in the report is the second top element for employees. Personal satisfaction is the top motivator for
employees in the report. Although the book does not indicate that personal satisfaction is the top motivator, the
text points out that it is not a prerequisite for motivation (18). As one can see in the report, 33% of employees are
not motivated by their personal satisfaction. This means that one does not have to be satisfied in order to be
motivated, further supporting the idea that there are multiple or other factors that affect ones motivation. The
evidence from the book that I have included can be found throughout chapter two.
Chapter Three

Equity Case #1

Moving to college and living in the dorms is quite an experience. New relationships both form and end quick.
Students find friends and foes. Everyone moves in hoping to get along with their roommate and form a great
friendship to last all four years of college and beyond. Jaime and Danielle were assigned to room together in an all
freshman girls dorm. At first, they were the best of friends; doing everything together from walking to class, eating
in the dining commons and watching movies late into the night. The girls even enrolled in an online arts class
together called "The History of Rock and Roll."

The first couple of weeks were perfect and conflict free but then things changed. Danielle joined a sorority and left
Jaime behind. As the weeks went by, the two girls spent less and less time together and their friendship faltered.
The two quickly found out that the online arts class was more than a simple elective; it was in turn quite demanding
and required them to spend a lot of time reading chapters, writing responses and taking quizzes.

One day at a meeting with her sorority, Danielle complained to the other girls about the class. One girl informed her
that the sorority had all of the quiz answers and past writing responses. Another girl informed Danielle that the
teacher posted the same exact writing assignments and quizzes year after year and she could easily get an A in the
class with little to no work but she could not share the information with anyone.

From that day on, Danielle got a 100% on every assignment in the online class with zero effort while Jaime struggled
for hours reading the chapters, thinking of creative responses to the writing assignments and taking the quizzes.
Jaime put a lot of time and effort into achieving a good grade in the class while her roommate did not.

After several weeks, Jaime got upset over Danielle's lack of work and perfect grades. Jaime confronted Danielle and
asked how she was able to get perfect scores on both the quizzes and the writing assignments week after week
without reading the chapters or spending any time reviewing the material needed to understand the lessons.
Danielle let Jaime in on the secret that her sorority had given her access to all assignments and then explained that
unfortunately she was unable to share the information with anyone.

Jaime was not upset that Danielle refused to share the information she needed to pass the class with perfect scores
but rather that Danielle thought it was fair for her to spend no effort studying the material while Jaime had to spend
hours reviewing the material to do well in the class. Jaime explained this thought to Danielle. Danielle then realized
how unfair it was to cheat her way through the class while Jaime had to struggle.

Because Jaime brought this inequity to Danielle's attention, Danielle gave the answers back to her sorority and began
to read the chapters and complete her own writing assignments and quizzes. She began to struggle just like Jaime
to achieve a good grade in the class. Jaime was happy that Danielle chose to return the answers and complete the
class doing the same amount of work as the other students had to do. Jaime was also more motivated to read the
chapters and complete the assignments knowing Danielle was doing the same thing and their workload was equal.

To answer this case, please identify:

1. Who is Jaime is comparing herself to (her comparison other)?

2. Why is she upset in terms of under or overpayment inequity?
3. What are the inputs and outputs for Jaime and Danielle?
4. Is equity restored in this example and how?

1. Jaime is comparing herself to her former roommate, Danielle.

2. Jaime is upset about the inequity because of Danielle's lack of work and perfect grades. Danielle received all the
answers for the course, so she was able to get 100% on every assignment without putting forth the effort. Jaime, on
the other hand, is spending hours reviewing class material (struggling to read, write responses, and take quizzes) in
order to get a good grade in the class.
3. The inputs for Jaime include putting forth the effort to complete the assignments for the course, spending hours
completing the work, committing to completing the work herself, and her effort to tell Danielle how she feels. The
output for Jaime includes gaining more motivation to read the chapters and compete the assignments. The input for
Danielle includes not putting forth any effort towards the class assignments by cheating. The outputs for Danielle
include receiving 100% on every assignment and recognizing that her way of completing class assignments was
unfair.
4. Equity has been restored in this example because Jaime told Danielle about the inequity. Danielle returned the
answers to her sorority and began to read, complete writing assignments, and take quizzes on her own. She struggled
like Jaime in order to receive a good grade in the class, so they both were having to complete the same workload.

Equity Case #2
Jane is a supervisor at Venture, a local store. She has been with the company for 6 years and had to work her way
up the ladder starting as a cashier at age 16, her first job. Jane has been moved from position to position and is now
the most knowledgeable and respected supervisor in the store. Her managers have recognized her potential and
performance by offering her feedback in order to be promoted to the next level. Jane is excited and begins working
very hard, skipping breaks, and taking on more responsibilities. She begins to notice her peers and managers sitting
in the office a lot and not completing their work. At first, she brushes it off and keeps working hard, but soon she
feels overwhelmed and upset she is working so many hours and the others are relaxing in the office. Jane is conflicted
and does not know how to approach the situation so she tells her supervisor. Her supervisor tells her not to worry
and it will be taken care of. A week later, Jane sees her supervisor in the office with the others for over a half hour.
Her coworkers failure to complete their tasks begins to interfere with her job. She begins having to do more than
just her job to complete her work. Jane then begins to hear complaints from her subordinates about the group of
managers always being in the office. They poke fun of the management staff, which includes her, and she feels
forced to take action.

Jane complains to another supervisor who asks her if he can go to the Human Resources Manager about the issue.
Jane is apprehensive because she doesnt want to cause problems, but eventually agrees. The Human Resources
Manager acknowledges the issue and speaks with each leader about their failure to complete their work due to
spending too much time in the office. Each leader is defensive and complains about Jane, saying she is just jealous
she is not involved in their group. The leaders are then verbally warned and told to complete their work in the future
and spend only breaks, lunches, and other authorized time in the office. The Human Resources Manager then
reaches out to Jane and tells her the issue has been solved. After a few months, Jane notices the group completing
more work, and is satisfied with how she handled the situation.

1. Who is Jane is comparing herself to (her comparison other)?

2. Why is she upset in terms of under or overpayment inequity?
3. What are the inputs and outputs for Jane and the other managers?
4. Is equity restored in this example and how?

1. Jane is comparing herself to her coworkers.

2. Jane is upset about the inequity because she is working so any hours while the others are relaxing in the office.
The failure of her coworkers results in her having to do more than just her job to complete her work.
3. The inputs of Jane include her experience (being a supervisor, being with the company for six years, and starting
as a cashier) and her effort (working many hours, completing more than just her job, and contacting her supervisor
about the situation). The outputs of Jane include being a respected supervisor, being recognized for her potential
and performance, and feeling satisfied about handling the situation. The inputs of the other coworkers/managers
include not putting forth the effort at work by relaxing in the office, failing to complete tasks, contacting Human
Resources (supervisor), and speaking with each leader (Human Resources). The outputs of the other managers
include completing more work as they have been verbally warned and told how to spend their time at work.
4. Equity was restored in this example because Jane notices the group completing more work after her coworkers
had talked to Human Resources about how they were relaxing and failing to complete their tasks.

Case Study #2
Wiki Bank is a local bank with a small town feel. Each client is warmly greeted by name, and they often receive
courtesy calls when their account balances are low or negative to not cover any incoming transactions. The
compensation and salary programs are based on work effort and length of employment. Based on the local reach
of Wiki Bank and its growth potential, ABC Bank has proposed a merger which is accepted by Wiki Bank. The two
banks then become ABC-Wiki Bank.

The work conditions and compensation program changes rapidly after the merger to match the competition. The
employees are expected to do more work in the same amount of time with the same pay. The new incentive plan is
based on achieving 90%, 100% and 120% of goal. While the incentive plan is based on a quarterly basis, each
employee is expected to achieve at minimum 60% of goal monthly to avoid a write up 2 consecutive months of
achieving 60% of goal or below leads to job termination.

These changes have caused the employees to feel they are no longer able to communicate honestly with the
leadership team for fear of losing their jobs. More stress is also felt by the team due to the lack of job security, time
constraints, and increasing month and quarterly goals.

Tom is a personal banker who began with ABC-Wiki Bank 30 years ago and has been merged into the workforce with
the employees of ABC-Wiki Bank. Tom is 62 years old and began contemplating retirement at the beginning of the
merger. He has consistently achieved the goals set at a rate of 90-100%. Tom has been married for 35 years and his
children have long since moved away from home. The compensation and incentives are not as important to Tom as
they were early in his career. Tom is more interested in spending time traveling with his wife and preparing for
retirement.

Susan is the Teller Lead at age 40. ABC-Wiki Bank has been Susan's work home for 15 years. She began as a teller
and has been an inspiration to employees in their handling of customer issues and overall interaction. After the
merger, Susan has been increasingly flustered with the expectations. She tries very hard not to show the other
employees her frustrations however at times it does show. Susan values the position she has and feels positive when
she is praised by management.

Mary is a teller. Mary is 35 and new to the banking industry. She began at ABC-Wiki Bank less than one year ago.
She is a single mom with two children in daycare. Mary is concerned that her regular compensation will not always
be enough to provide for her family. The quarterly incentives would make a huge difference in her financial means.
She works hard to complete the monthly and quarterly goals to reach the incentive pay.
April is a teller who has worked with ABC-Wiki Bank for 7 years. April, who is 28, lives with her fianc and plans to
get married next Spring. She has been diligently working to make her way up through the ranks at the bank but is
starting to feel as though she is not appreciated for the work she does. April is confused about what she can do to
increase her promotion opportunities.

For each of these employees, please determine the best you can. You can write one paragraph for each person.
What is their expectancy?
What is their instrumentality?
What reward would be high or low valence for them?
What do you think their level of motivation is?

Tom's expectancy is to reach his goals set at a rate of 90-100 percent as he has been consistently achieving them.
He is expected to achieve a minimum of 60% to avoid a write-up, as are all the other employees. His instrumentality
is low because he does not find importance in the compensation and incentives. I suppose his instrumentality would
be that he would receive compensation and incentives. The rewards that would be of high valence include spending
time traveling with his wife and retiring. The compensation and incentives are of low valence. I believe he has a
high level of motivation because he is continuously achieving his goals. His motivation is just not defined by reward.

Susan's expectancy is to achieve a minimum of 60% a goal a month, but she has been flustered with this. Her
instrumentality is that she will receive praise from management. The reward for high valence would be praise
because it makes her feel positive. She also places high value on the position she has, Teller Lead. The reward for
low valence would be monetary compensation because it seems as if she values the employees, interactions she
has, and her job. I think she has a moderate amount of motivation because she does her best to hide her frustrations.
I would think she would strive to continue to be an inspiration and to continue to receive praise.

Mary's expectancy is to achieve a minimum of 60% a goal a month to avoid a write-up and to complete monthly and
quarterly goals to reach the incentive pay. Her instrumentality is that she will receive quarterly incentives. The
reward that would be of high valence would be the quarterly incentives as her regular compensation is not enough.
The reward for low valence would be her regular compensation. I think she has high motivation because she wants
to make a difference for her family, and she works hard to complete her goals.

April's expectancy is to achieve a minimum of 60% a goal a month to avoid a write-up and to work though the ranks
at the bank. Her instrumentality is that she will have promotion opportunities and appreciation. The reward for high
valence would be a promotion and more appreciation. The reward for low valence would be small gifts or
compliments every so often. I think she has a moderate level of motivation because she wants to increase her
chances to receive a promotion and she is a diligent worker. I do not believe it is high because of her confusion; she
should talk to her boss about how to achieve her goals.

Expectancy is the employees' belief that their outcomes will be a result of their performance or effort. For Tom, it is
high; he put in hard work and succeeded at meeting the objectives. For April, it is a little lower. She is working hard
but is confused and overwhelmed. Instrumentality is the perceived connection between performance and expected
rewards. So for Mary, her instrumentality is high; she works hard, does a good job, and is rewarded by the financial
incentives she needs to pay for her children's day care. April has low instrumentality; she is working hard but does
not feel appreciated or rewarded for her performance.
Chapter Four

Case #3: Goal Setting Theory

Some people might think that goal setting, motivation, and reaching goals might be easier in a smaller, more personal
business setting, but that is not always the case.

The program director at a small, family-owned gym in an affluent neighborhood works closely with the owner, his
wife, and one other manager managing the day-to-day operations of the gym. The program directors main job is to
oversee the front staff of the gym, which ranged from 5-7 people, all part-timers. In an effort to motivate the part-
time workers, the owner would occasionally come up with monthly sales goals that he would randomly drop on the
staff.

The gym was in a great location and always performed well with regard to sales, but the owner always set low marks
for the employees and would chide them when they tried to set higher goals on their own. When the other
managers approached the owner to open discussion about setting different goals, an argument would ensue and
the owner would storm off. If feedback was given at all on the progress made toward attaining the owner's goals, it
was usually negative and seldom included solutions or suggestions for correcting the issues that were hindering the
staff. When goals were not reached, the owner would react harshly toward the managers and employees, holding
them responsible for the failures.

Using the goal setting model: what are the problems with the way these goals are being set? For full credit, look at
the model picture and write what is right or wrong for each part of the model (i.e., goal is specific, goal is
challenging, etc). What should happen next time for a successful sales program? What should happen next time for
a successful sales program?

Goal Setting Model

Goal is specific: The goal is not specific because the owner never states the exact goal. He occasionally comes up
with monthly sales goals that he would randomly drop on the staff. There seems to be a goal - reach the monthly
sales - but what exactly is the monthly sale that needs to be reached?
Goal is challenging: The goal does not seem challenging because the owner sets low marks and the employees try
to set higher goals of their own.
Employee commitment: There was not any competition from or worries about other goals because the owner would
start an argument when employees tried setting other goals. The monthly sales goals are assigned or set by the
owner instead of set by the employees. Latham states in chapter four that assigned goals lead to better performance
than self-set goals because self-set goals are less challenging; however, the owner of this gym does not assign an
initial challenging goal (page 84). The reward for the employees is the pay, as they are part-time workers. Due to
discouragement and goals not being reached, the reward does not seem valuable nor even as valuable as
being treated in an appropriate manner. The expectations of success are high and include being able to complete
the goal or monthly sales. The goal seems attainable and the workers could succeed because they try to set even
higher goals than the one that was set and the gym always performed well with regard to sales.
Feedback: The feedback from the owner was usually negative and hardly incorporated solutions or suggestions for
any issues. This negative feedback decreases goal commitment (page 92).
Motivation: Overall, the employees do not seem motivated to complete the monthly sales because the owner
blames his workers, reacts harshly and is negative towards them. The employees don't even reach the goals that the
owner set, although they were trying to set higher goals.
What should happen next time for a successful sales program?

Goal should be specific: Perhaps the owner should state that for each month for a year, the monthly sales goal
should be $1500 for gym memberships. (He could then increase his goal $500 each year if the monthly sales
goal for the previous year has been met.)
Goal should be challenging: If the workers were trying to create higher goals, then the owner needs to
implement a more challenging goal. If the workers were used to a monthly sales goal of $500, then reaching
$1500 should be much more challenging. If the workers wish to create a higher goal (i.e. they already reached
$1500 and wish to exceed it by $500), then they should be encouraged to and it should let the owner know that
he needs to raise the sales goal.
Employee commitment - Continue to not have competition from other goals: Since there were no other goals to
worry about, the focus should have been solely on the initial assigned or set goal. If the employees continue to
only have the assigned goal, then their commitment or focus is not interrupted by another goal.
Employee commitment - Continue to have the owner set the goal: The way the goal is set should remain the
same - by the owner instead of by the workers. However, in order for the employees to have a better
performance, the owner needs to ensure that his set goal is challenging.
Employee commitment - Continue to receive pay: Since they are part-time workers, they need to continue
receiving pay. The reward could potentially have more value if the owner was less harsh and didn't hold them
completely responsible for the failure to reach the goal. The workers may feel like they earned the pay if they
had an encouraging owner and if the owner gave them the proper feedback to succeed. Perhaps the reward
would be more valuable if their pay was based off of how many gym memberships they sold.
Employee commitment - Continue to have high expectations of success: Since the gym has always performed
well with regard to sales and since the employees tried to create higher goals, the employees may assess
themselves and know that they are able to reach the monthly sales goal. They are most likely trained specifically
for this gym, so they should continue to have high expectations and continue to believe that they can be
successful.
Positive feedback, including solutions and suggestions for correcting issues: Positive feedback can increase
commitment, so the owner needs to tell the workers the areas in which they did well in and/or give praise.
Additionally, the owner needs to kindly critique each employee's work. He could state the person's weaknesses,
which areas could use more improvement, ways to enhance communication skills, how to correctly sell
memberships to customers, etc. The owner should give proper feedback each week and each month to give the
employee's a look at their progress.
Higher motivation: If the above suggestions are implemented, the employees should be highly motivated to
work. I believe it not only comes down to the content and structure of the work (the points listed above) but
also to the treatment of the employees. The owner needs to adopt a less harsh and more positive attitude, and
he should encourage his workers to do better (with ways on how to improve) instead of blaming them for an
unreached goal. If there are issues, perhaps he should have meetings with his staff instead of arguing with them.
Chapter Six

Near Misses and Goal Setting

http://www.npr.org/2015/09/29/444398776/the-thrill-of-near-victory
I found this podcast to be both insightful and comical because of the difference in gambling behavior in pigeons
and humans. Humans use excitement as a motivator, which is not surprising to me. If I'm excited about
something, then of course I will want to do something as I obviously have interest in it. However, acting on
excitement may not always be in our best interest such as when gambling. When the podcast stated that
humans are excited if they are close to a win even if they don't win, I instantly related. I am always excited to
almost be a winner when in the arcade. I often keep playing because I think I am close to winning even if I never
actually do, which usually creates a hole in the wallet. I found it interesting when they stated that pigeons are
like humans in that they like to gamble, but I did not expect the outcome. Pigeons choose options that have a
low probability of obtaining a big prize rather than options that have a high probability of obtaining a small
prize. This finding makes sense and can be relatable. Personally I choose options that have a high probability
of obtaining a small prize because there is less frustration and more satisfaction associated with them. For
example, when at an arcade I migrate to the games that have multiple prizes rather than one large prize so
that I can have a win, even if that win is not big. Usually those games have a large prize alongside the small
prizes, so I become very filled with excitement if I win that. If I choose a game that only has a large prize option
that is rarely won, though, then I get frustrated when I play that game and tend to avoid that game after it's
sucked away some of my money or tokens. Pigeons also avoid options with near wins. I was shocked to hear
that because near-wins keep me motivated to play or continue gambling. Pigeons understand the reality that
they have lost and would like to simply win, unlike humans who are stuck in the illusion that they have control
over something that is actually out of their control. I encounter this with claw machines, as well as with the
typical coin slot machines. If the claw, when dropped, moves the stuffed animal or grabs it a little bit, then I
will think that I almost had it. Maybe my aim was off or I didn't concentrate enough, but in reality the claw is
just rigged and I can't ever win; it is out of my control whether or not I want to believe that. This finding really
does say something serious about human brains and behavior. Perhaps stupidity or that a certain part of the
brain in pigeons is more developed than in humans. I would certainly be interested to know.

Gambling is directly related to goal setting theory. One is more committed to the goal (and more motivated to
reach the goal) because of how the goal is set, the rewards, competition from other goals, and expectations of
success. For the coin slot machine mentioned in the podcast, the gambler is really committed to the goal of
winning that jackpot - the reward. Focus is solely on the game, so there is no competition from other goals.
Although skewed because of the near-wins, the gambler believes that he or she can reach that goal, so the
expectations of success are high. The goal to win is set by the gambler, so he or she wants to commit to and
fulfill that goal and win. Furthermore, the goal is specific (the gambler wants to win the money in the jackpot
via the coin slot machine) and the goal is challenging (it is ultimately up to chance, making it difficult to win).
Feedback is the last part that motivates one to reach the goal. How well are you doing on reaching that goal?
To me, here is where the gambling behavior between humans and pigeons differ. For humans and the coin slot
machine, they are never really doing well at reaching their goal of winning because the game of chance is
uncontrollable. The near-wins make humans believe or illude them into thinking that they are about to win
that jackpot. Therefore, humans do not learn from that feedback. It certainly increases their motivation
because their perception is tricked; but, it does not truly lead them closer to their goal (unless you think
spending an abundance of money in hopes of winning is leading them to their goal). Pigeons, however, seem
to learn from that feedback and wish to get straight to the point - win. The near-wins aren't satisfactory to
them, so they avoid them, which can eliminate options and lead them closer to their goal. Gambling is a great
example for goal setting theory in terms of setting a specific goal and becoming more motivated to achieve
that goal. But, I think another purpose of goal setting theory is to gradually narrow down the path to the goal
so that you can achieve it (i.e. eliminate what does not work). Gambling does not necessarily do this, in my
opinion, because it's chance and does not have a set path to follow.
Chapter Seven

Big 5 Score
http://www.personal.psu.edu/j5j/IPIP/

1. Extraversion: 17 (low)
2. Agreeableness: 27 (low)
3. Conscientiousness: 84 (high)
4. Neuroticism: 96 (high)
5. Openness to Experience: 79 (high)

Self-Regulation/Determination Scale
http://selfdeterminationtheory.org/questionnaires/

I completed the General Causality Orientations Scale. I scored a 65 in the autonomy orientation, a 40 in the
impersonal orientation, and a 35 in the controlled orientation. Each score is out of 84.

I thought it was interesting to know that my highest score was in the autonomy orientation because that orientation
is the one to desire and strive for; and, I did not think that my individuality would fit with that orientation. Although
Latham states that the autonomy orientation is positively correlated to a person's self-esteem, I feel like I actually
match with this orientation. I have greater self-initiation, I definitely seek activities that are interesting (and perhaps
turn out to be challenging), I take responsibility for my behavior (all the time), I am more motivated when I have
"free-choice," and I put forth much effort and spend a lot of time on tasks. I am glad that the autonomy orientation
seems to match my individuality more than the controlled and impersonal orientations. I was worried that I would
score high in the impersonal orientation because I perceive myself as having low self-esteem, I am very anxious, and
I tend to belittle or not think highly of myself. Luckily, those are not the main components of this orientation, but
perhaps contribute to my half-way score. The main aspect of it is that attaining a goal is out of one's control and is
up to luck or fate, which I don't think I personally fit with or even agree with. Sometimes I think that an outcome is
out of my control (i.e. when a teacher grades my paper), but I never think that a (logical) goal is out of my control or
unattainable. The scale also states that people with this orientation cannot cope with demands or changes, but I
know that I can as I have already experienced much of that throughout high school and college. I am also really
relieved to know that I do not centre my life around or am motivated by extrinsic factors like fame and wealth in the
controlled orientation. I feel reassured that I truly value interesting and challenging goals rather than money. It
makes me feel like my career goals are more meaningful than I thought. Although I find the scale to be quite vague,
I can easily relate to my results. Plus, the results make me further understand why I choose the goals that I choose.
Chapter Eight

WHEN IN BOGOTA*

As Jim Reynolds looked out the small window of the Boeing 757, he saw the glimmer of lights in the distance. After
a five hour flight, he arrived in Bogota, Colombia at 9:35 p.m. on a clear Friday evening. It had been nearly five years
since Jim had seen his best friend, Rodrigo Cardozo. The two had met in college and kept in touch over the years.
During their school years, Rodrigo would often accompany Jim when he went home to Chicago for the holidays.

Entering the main terminal, Jim found himself in what looked like a recently bombed building. Piles of debris were
everywhere. Lights hung from the ceiling by exposed electrical wires, and the walls and floors were rough, unfinished
concrete. Certainly, aesthetics are not a major concern at the Bogota International Airport, Jim thought.

As he came to the end of the long, dimly lit corridor, an expressionless customs official reached out his hand and
gestured for Jims travel documents.

Passaporte, por favor. Bienvenidos a Bogota, Senor Reynolds. Estas en vacacciones?

Si, Jim replied.

After a few routine questions, Jim was allowed to pass through customs feeling relatively unscathed.

Loquillo! Loquillo! Estamos aqui! Jim, Jim a voice shouted.

Trying to find the origin of the voice among the dense crowd, Jim finally spotted Rodrigo. Hey, man. Howve you
been? You look great!

Jim, its so good to see you. Howve you been? I would like you to meet my wife, Eva. Eva, this is my best friend,
Jim. Hes the one in all those pictures Ive shown you.

LATE NIGHT BEGINS THE DAY

Close to an hour later, Jim, Rodrigo, and Eva arrived at Rodrigos parents house on the other side of Bogota from
the airport. As Jim was aware, it is customary for couples to live with their parents for a number of years after their
marriage, and Rodrigo and Eva were part of that custom.

Dario, Rodrigos father, owned an import/export business in Bogota. He was a knowledgeable and educated man
and from what Jim knew, a master of business negotiations. Over the years, Dario had conducted business with
people in nearly every country in Central and South America, the United States, Europe, Hong Kong, and some parts
of Africa. Jim had first met Dario with Rodrigo in Boston in 1989.

Jim, welcome to my house. Dario boomed effusively as the group walked in. I am so pleased that youre finally
in Bogota. Would you like something to drink whiskey, bourbon. Aguardiente?

Aguardiente! Rodrigo urged.

Yes, Jim would like some Aguardiente. I understand youre going to Bahia tonight. Dario added.

Where? Jim asked, looking around. I didnt know we were going anywhere tonight.

Dont worry, Jim, todo bien. Todo bien. Rodrigo assured him. Were going dancing, so get dressed. Lets go.
The reality of being in Colombia hit Jim at about 11:15 that night when he and his friends entered Bahia, a Bogota
nightclub. The rhythms of salsa and meringue filled the club. Jims mind flashed back to the Latin dance parties he
and Rodrigo had had in Boston with their friends from Central and South America.

Jim, this is my cousin, Diana. Shell be your partner tonight, Rodrigo said. Youll get to practice your Spanish too;
she doesnt speak a word of English. Have fun.

For the next six hours, they danced and drank. This is the Colombian way. At 5:30 the next morning, Rodrigo decided
it was time to leave to get something to eat. On the drive home, they stopped at an outdoor grill in the mountains
where many people had congregated for the same reason. Everyone was eating arepas con queso and mazorca, and
drinking Aguardiente.

Next, they continued to an outdoor party just down the street. Here, they danced and drank until the sun crested
over the mountains of Bogota. It was about 7:00 a.m. when they decided to conclude the celebration for now.

Saturday was spent recovering from the previous evening and also touring some local spots in the country. However,
Saturday night was a repeat of Friday. After being in Colombia for three days, Jim had slept a total of about four
hours. Fortunately, Monday was a national holiday.

BUSINESS BEFORE PLEASURE BEFORE BUSINESS?

Although Jim was having a great time, he had also scheduled a series of business meetings with directors of business
schools at various Bogota universities for the week to come. Jim worked as an acquisitions editor for Academia
Press, a major publisher of college-level business textbooks. The purpose of the meetings was to establish business
contacts in the Colombian market. It was hoped that these initial contacts would lead to others in Latin America.

At Academia Press headquarters in New York, Jim and Caroline Evans, his boss, had discussed the opportunities in
Latin America. Although Academia Press routinely published international editions of its texts, total international
sales never represented more that 15 percent of their gross. Consequently, international markets had never been
pursued aggressively. Caroline, however, saw the Latin American markets as having a lot of potential within the next
three to five years. She envisioned this market alone could, in time, represent 15 to 20 percent of gross sales.
Moreover, she felt that within the next ten years, international sales could reach 40 percent if developed properly.
With numbers like that, it was evident to Jim that this deal was important not only to the company but to his career
as well. If Jim was able to open these markets, he might receive a promotion and be able to continue to work in
Central and South America.

Jims first meeting was scheduled for 11:00 a.m. on Tuesday, the second on Wednesday at 11:00 a.m., and the third
on Friday at 3:00 p.m. At precisely 11:00 a.m. on Tuesday, Jim arrived to Javeriana University where he was to meet
with Professors Emilio Munoz, Diana Espitia, and Enrique Ronderos. When he arrived, Professor Munoz was waiting
for him in the conference room.

Senor Reynolds, I am delighted to meet you. How was your flight?

Wonderful, Jim replied.

And how do you like Bogota so far? Have you been able to sightsee?

No, I havent had the chance to get around the city yet. I hope to see some things later in the week.

Well, before you leave, you must visit El Museo De Oro. It is the finest collection of gold artifacts from the various
indigenous Indian tribes in Colombia. Although much of the gold was stolen by the Spanish, many pieces have
survived. For the next thirty minutes, Professor Munoz spoke of everything from the upcoming presidential
elections to world cup soccer.
Jim looked at his watch, concerned about the other professors who had not yet arrived and about the meeting for
which he had prepared.

Is there something wrong, Senor Reynolds?

No, no, I was just wondering about the others; its 11:30

Dont worry, theyll be here shortly. Traffic in Bogota at this hour is terrible. Theyre probably caught in a traffic
jam.

Just then Professors Espitia and Ronderos walked in.

Muy buenas, Senor Reynolds, Professor Espitia said warmly. Please forgive us for the delay. Traffic is simply
awful at this time of day.

Oh, thats not necessary. I understand. Traffic in New York can be absolutely horrendous as well, Jim replied.
Sometimes it takes two hours to get from one end of the city to the other.

Have you had lunch yet, Senor Reynolds? asked Professor Ronderos.

Jim shook his head.

Why dont we go to lunch, and we can talk there? Professor Ronderos suggested.

After discussing the restaurants in the area, the professors decided on El Club Ejecutive. It was nearly 12:30 p.m.
when they arrived.

Its been an hour and a half, and we havent discussed anything, Jim thought. He was concerned that the
Colombians were not very interested in what he had to offer. Throughout lunch, Jim grew increasingly concerned
that the professors were more interested in his trying typical Colombian dishes and visiting the sights in Bogota than
in Academias textbooks.
They were fascinated that Jim knew how to dance salsa and meringue and impressed that he spoke Spanish with a
slight Colombian accent: Senorita Espitia said she found it amusing. That seemed much more important than his
knowledge of business textbooks and publishing in general.

By the end of lunch, Jim was nearly beside himself. It was now after 2:30 p.m., and nothing had been accomplished.

Why dont we all go to Monserate tomorrow? Its absolutely beautiful up there. Senor Reynolds, Professor
Ronderos suggested, going on to describe the mountain that overlooks Bogota and the myths and traditions that
surround it.

Thats a wonderful idea, Professor Espitia added.

Monserate it is then. Jim, it has been a pleasure. I look forward to our meeting tomorrow, Professor Ronderos
said with a light bow.

Senor Reynolds, would you like a ride home? Professor Munoz asked.

Yes, if its not too much trouble.

On the way home, Jim was relatively quiet.

Do you feel okay?

It must be jet lag catching up to me. Im sure its nothing, Jim responded. Concerned about the way the meeting
had gone, Jim realized that he had never even had a chance to mention Academia Presss various titles and how
these texts could be used to create a new curriculum or supplement an existing curriculum at the professors
business school.

WHEN IN BOGOTA

On arriving at the house, Jim went upstairs and sat in the living room glumly sipping a cup of aguapanela. I just
dont get it, he thought. The Colombians couldnt have been happier with the way the meeting turned out, but
we didnt do anything. We didnt even talk about one book. I just dont understand what went wrong.

In a short time, Dario arrived. Muy buenas, Jim. How did your meetings to today with the directors? he asked.

I dont know. I dont know what to think. We didnt do anything. We didnt talk about business at all. We talked
more about the sights I should see and the places I should visit before I leave Colombia. Im supposed to call my
boss this afternoon and tell her how the initial meeting went. What am I going to tell her? Sorry, we just decided
to plan my vacation in Colombia instead of discussing business. I cant afford to have this deal fall through.

Dario laughed.

Senor, Im serious.

Jim, I understand. Believe me. Tell me about your meeting today.

Jim recounted every detail of the meeting to Dario, who smiled and nodded his head as he listened.

Jim, you have to understand one thing before you continue negotiating with the directors.

Whats that?

Youre in Colombia now. Dario said simply.

Jim stared at him with a puzzled look. And?

And what, Jim?

Is there something else I should know?

Thats where you need to start. You let the directors set the tone of the meeting. Its obvious they felt very
comfortable with you, or they wouldnt have invited you to Monserate. Here in Colombia, Jim, we do business
differently. Right now, youre building friendship. Youre building their trust in you. This is very important in doing
business in all of Latin America.

Jim, Dario continued, would you rather do business with a friend or someone you hardly know?

As Dario went on to analyze the meeting, Jim realized that his perception of the situation had been formed by his
experiences in the United States. When in Bogota, he thought, I guess I had better think like the Colombians.

Jim, youve gained the respect and the trust of the directors. In my opinion, your first meeting was a complete
success.
What should I expect in the meetings to come? Jim asked.

Dont worry, he responded. Just let the directors worry about that. Youll come to an agreement before the end
of the week. I guarantee it.

Questions for Discussion

1. What differences does Jim notice between life in the United States and life in Colombia? How might these
same factors differ in other countries?
2. What differences does Jim notice between doing business in the United States and doing business in
Colombia? How might these same factors differ in the other countries?
3. What advice would you give Jim for closing his deals? Why?

Responses

1. Jim notices that life in Columbia includes going to nightclubs, dancing and drinking until sunrise and repeating
those activities the next night. Additionally, couples live with their parents for a number of years after marriage.
These same factors can differ in other countries, depending of if the country has a collectivistic or an
individualistic culture. Columbian culture is very social, valuing groups and cultural norms. This is consistent
with the views of a collectivistic culture. American culture focuses on independence and focuses on the self,
which is individualistic. In other countries, these characteristics can be the same (US and Canada & Columbia
and China), but their norms are different. Dancing the Umfundalai in West African countries may be like dancing
the salsa in Columbia. The norm in India is an arranged marriage. Aboriginals in Australia also dance until the
sunrise.
2. Jim notices that Columbians build friendships first in business in order to build trust and respect with the
directors. They will then proceed with discussing the deals. These same factors can differ in other countries,
depending of if the country has a collectivistic or an individualistic culture. The directors value cooperation,
interdependence, and harmony within the group. This is also consistent with the views of a collectivistic culture.
American culture focuses on personal goals and competition, which is individualistic. These characteristics can
be the same in other countries, but how they go about them may be different. According
to www.safaritheglobe.com (Links to an external site.), rejecting a business offer or an invitation may be an
insult to the Japanese and can cause them shame and cause them to leave their job. Acknowledgement of the
one who is speaking, appropriate bodily gestures, and eye contact are ways to gain respect in Japanese culture
like how friendships are to the Columbian culture. Some countries may be more laid-back than others when
trying to achieve respect and harmony within the group.
3. The advice I would give Jim for closing his deals is to be open-minded with how the directors in Columbia handle
meeting and business. Continue to be socially engaged with them, and try to be able to build friendships with
them instead of focusing on having the relationships of work professionals; collectivists value personalized
relationships in the workplace, unlike individualists in America. Enlighten your boss about the cultural
differences; and, continue to talk to Dario about the meetings to gain insight on the Columbian point of view
and so that you can receive appropriate feedback about how to communicate and how to discuss the deals. As
an expatriate and as one who wishes to continue to work in Central and South America, you are required to
adjust to the cultural values of Columbia. Make it a priority to adjust your behavior because an inadequate
adjustment is a primary cause of low job performance and expatriate failure. What the Columbians are doing in
the business meetings is appropriate behavior, so American behavior may be inappropriate to them; you can
acquire better judgement about what is considered to be appropriate behavior in the unfamiliar environment
if you have good social and perceptual skills. Eventually, you will be able to close your deals. You are gaining
trust and respect from the directors, so listen to Dario when he states that youll come to an agreement before
the end of the week. Do not rush and do not worry.
Chapter Eleven
How to Handle Emotions at Work

Its not that emotions have no place in the workplaceconstructive emotions can be motivating and can enhance
understanding. But overly intense emotions block effective communication and hinder problem solving. We cant
change the way others feel and act; we can only change the way we react to them. The following tips will help
lessen the intensity and duration of someone elses outburst and help you stay calm while dealing with challenging
situations.

Keeping Your Composure

Monitor your physical responseKeep your breathing slow and consciously relax areas of your body that are
tense.
If you are becoming emotional, identify the threat to you. What thoughts did you have that created your
emotions?
Maintain direct eye contact, but dont stare.
Disagree promptly and unemotionally.
If you are dealing with an angry person, consider what the real feeling is; anger often covers up another
emotion.
Dont react too quickly. Determine first if your instinctive response will be the most productive.
Responding to Others Emotions
1. Let emotional people vent; listen to what they have to say.
2. Get them to move or sit down.
3. If possible, affirm their emotion without necessarily agreeing with their point. Dont dismiss their feelings.
4. Use their name several times to affirm their individuality and importance.
5. Ask for more details.
6. Try to determine what the threat is. Do they feel threatened by loss of approval or control?
7. Do they feel that they have failed? Do they feel taken advantage of?
8. Lead them to discussing a solution.
9. Dont let them interrupt when you are speaking.
10. If necessary, suggest you take a brief break.
11. If the loss of control continues, let them know that you take the problem seriously, but that the way in which
they are communicating is not acceptable. Insist on courtesy.
Managing Your Emotions
To bring the best you to every communication situation, learn to manage your emotional behaviors. To achieve
this sense of control, use this six-step process:
1. Identify and accept your emotion (anger, fear, frustration, shyness, etc.)
2. Identify your self-talk. (Here we go again; get to the point, Fran!)
3. Identify your physical responses (hot, red face, shaking, etc.)
4. Affirm your rights. (Answer the question Who has the right to control me? with Me!)
5. Replace nonproductive self-talk and/or physical responses with in-control responses.
(Example: Here comes Fran. I can keep this conversation productive by assertively posing questions that will guide
our exchange. But first, I will take several deep breaths to relax and then I will look directly at Fran while keeping
my facial muscles relaxed.)
6. Strategically communicate.
Example:
Sam, who reports directly to your executive, always promises to send you information for reports and then ignores
your e-mails when you remind him that his data is late.
Identify and accept your emotion: Powerless, scared, frustrated, disrespected
Identify your self-talk: What can I do? I cant fire him. He is such a jerk. I cant stand working with him. I have to
get this done or I look bad.
Identify your physical response: Tight knot in your stomach, jitters, feeling scattered, thoughts racing.
Affirm your rights! Replace nonproductive self-talk and/or physical responses with in-control responses.
Self-talk: We need a win-win here. Sam is also busy so I need to assertively influence to negotiate some of his
time to get what I need.
Physical responses: Take two-or-three deep breaths. Go to the end of the hallway and put your energy into
walking. Create a couple of numbered steps to take in order to slow down your brain and give yourself a sense of
control.
Communicate strategically: I need to communicate face-to-face and listen to him and the barriers he faces in
giving me what I need. I need to listen for feeling, content, and intent. I need to clearly and assertively state my
need but in a way that also communicates that I plan to help him meet his needs.
Maintaining your composure on the job involves managing your emotions and stress and avoiding impulsive
judgments and decisions. It is a key competency for establishing your credibility and professionalism and an
integral part of any career development plan.

http://abcnews.go.com/Business/video/how-to-manage-emotions-at-work-personal-handle-situation-tory-
johnson-business-13581406

Response

I thought that the ABC News video was quite interesting and relatable. Women crying at work is thought to be
unacceptable because they are supposed to show dominance like men. Negative emotions like crying at work are
warning signals that indicate that something is not quite right, not that someone is weak and incapable. When I was
in high school, I cried a few times before and during class. I thought that my peers would perceive me as weak and
sensitive despite not knowing my situation. I would have to redeem myself the next day and show that I was strong
and unhurt - even if I wasn't at the time. I find it hard to not take comments personally and to not bring personal
issues (i.e. death in the family or overwhelming stress) to a work/school setting. Thankfully, Kreamer has inspired
men to speak up about crying at work, and crying at work is now an issue that should not make one feel ashamed.
About nine percent of men and 41 percent of women admit to crying at work. I thought crying was just a sensitive
quality that women possess. However, Kreamer states that there is actually a biological difference not just a
stereotypical difference. Women have smaller tear ducts than men, making the tears easier to notice and stream
down the face. They also have six times the amount of prolactin, the hormone that triggers tears. How strange and
relieving! If only those facts were common knowledge, we could eliminate that stigma. Kreamer notes that crying at
work does not mean that people dislike their jobs; they could be going through something unrelated and may need
to just 'let it out.' In fact, they should be encouraged to bring forth their full emotions as it could be a tool to further
employee relations. I agree that emotions should be welcome in the work environment because it is simply part of
being a human. I find it disrespectful to have people hide or minimize their emotions at work. That being said, I also
agree with the American Management Association that people should avoid showing overly intense emotions that
block effective communication and problem solving abilities. I believe that emotions are intense feelings, and they
can be managed as not all emotions need to be felt or seen at the extreme. I think that the guidelines that Kreamer
and the AMA provide are easier said than done because emotions can change you in the present moment and can
be seriously intertwined with your thoughts. When you can calm down, then breathing deeply, identifying your
physical and cognitive responses, accepting the way you feel, discussing the issue with someone else, and replacing
nonproductive responses with ones that allow you to be in control may be very effective. With this generation I
believe it will take much practice, especially when your home and work life constantly seep into each other. I actually
need to look at those guidelines when I am not feeling my best. Perhaps it will help me to manage my stress, anxiety,
and relationship issues when they arise.

New Research

Work as a calling, more satisfied and engaged, better perf

Job crafting more meaningful job, crafted boundaries for more meaning
Self satisfaction
Art dcor move
Ant needs of others, care
Communicated excitement touch higher purpose
Calling doesnt have to be luck anx provoking
Quit job if one lottery? Work as work or means to an end
How to craft what do you enjoy/find imp, tasks, beneficial, restrict bound too, pri
Cant make changes? Customize it, connections, degrees of freedom
Redefining relationships interdependencies are sources of great joys/frust
Cog crafting way you think about job, control, what is the work, freedom in that
Job title?

Grit passion and perseverance for long term goals

Inner genius? Effortless? Pleasurable to audience than product of hard work
Fluency and mastery hidden, motivation to hide
Confluence of mundane acts
Crave magic and mystery, not all progress on camera
Quality/delib practice and quantity of practice, hone in on weakenesses
Delib practice is predictive and least enjoyable
Grit is predictor
Not enjoy best results
Can love overall, not all aspects
Grit not genetics but habit
Interest, capacity to do delib practice, sense of purpose (beyond the self), hope to keep going
Can be cultivated
Have to deal with others strengths
Have to do hard thing; prac and cannot quit, quit at natural ending pt but figure out new hard thing, preserves
autonomy
High grit might not do rational thing bc keep going
When to move on
Good idea to quit?
Good and abstinent failure is imminent
Stubbornness = grit

Power of pos thinking reach dreams

Dream smaller
Pos fantasies take energy away and make us already feel accomplished
Poorer performance when pos fantasize
Come out of persons needs
Beg of action but only beg and not with nec energy
Mentally already there so relax
Daydream to reality? Notice them, mental contrasting (strat to fulfill wishes and attain goals, identify
wish/challenging/attainable, what is best outcome from this wish, switch gears, what stops me from fulfilling that
wish, what stands in the way/inner obstacle, how to overcome, if then plan)
WOOP wish, outcome, obstacle, plan
Creates uncon habits

Job crafting was an interesting concept within the Hidden Brain's podcast Dream Jobs. I definitely agree that one's
job will be more meaningful if he or she customizes the tasks to fit his or her interests. I believe crafting the job
and perceiving the work as a calling is rather difficult though, especially if one believes that the job is just a
necessary job. I personally could not craft any job into something that is meaningful and fun as I think that one has
to already have some interest in the task, and the task may be mentally or emotionally draining. For example, my
school work interests me but is very stressful and draining, so I cannot necessarily make the work fun enough to
always enjoy. I believe that job crafting would take a lot of intrinsic motivation, and one would need to believe that
he or she has a lot of autonomy within the task/job. I suppose I will understand this more as I get involved in a
career. Additionally, cognitive crafting is essential. The podcast stated that this is the way in which one thinks
about the job and his or her title. I found this idea to be tricky because the podcast made it seem like it was better
if one creatively altered his or her job title (i.e. hero instead of doctor). I can understand how the description one
gives about the job says a lot about the person in terms of his or her unique perception, but I do not know if that
equates to being more satisfied or interested in the job. I think this concept goes along with the self-categorization
theory (as the job is a part of your individual identity) and with self-esteem theory (as one will perform in a manner
consistent with his or her self-image). One might view himself or herself as a hero as that is an important part of
his or her doctor identity, and one may greatly enjoy saving lives and wish to put forth great effort to fulfill the
hero label. I say that I am a dancer and continue to perform to fulfill that identity; but, I am content with the
label dancer instead of something more abstract such as a movement artist.

I especially enjoyed the second podcast, Grit, as it was highly relatable. Grit is the combination of passion and
perseverance for long term goals and includes interest, the capacity to participate in deliberate practice, having a
sense of purpose, and having hope to keep going. Grit can be cultivated, and I believe that I have acquired high grit
a long time ago. When I want to achieve a goal, I put my all into it and refuse to give up. If I give up, then I consider
myself to be a failure. The process of not giving up is a part of the deliberate practice, which may not be enjoyable.
It was refreshing to hear that the best results may come from a non-enjoyable process. College is a deliberate
process in my opinion, and stress and anxiety is a huge part of it; but, I will graduate in December with two degrees
and onto the path of a career that I would like to obtain. Performance is also a deliberate process as the podcast
mentioned. I usually have extensive rehearsal periods in order to get the choreography and the technical aspects
of the production right; the audience only sees the final product which is made to look effortless. The
effortlessness can be great but getting to that point is a mundane and draining process. Another relatable aspect
was that stubbornness is equivalent to grit, and I am very stubborn. This and high grit is not necessarily bad, but
one may not do the rational thing because he or she just wants to keep going. I certainly do not give up, but it can
be detrimental. I related to the podcast's divorce example because I recently had to break out of a five-year
relationship. I, and my grit, never wanted to give up and I have learned that I need to know when to move on and
when quitting is okay and not a bad action. Deliberate practice preserves autonomy as stated by the podcast,
which I believe relates to the self-determination theory - the theory that giving people freedom to make personal
choices leads to a personal empowerment, higher sense of autonomy, and higher level of interest in a task. As a
dancer, I still have a degree of freedom within rehearsals (i.e. I have my individualized style or way of executing
movement). This practice allows me to continue to explore my improvisation or individualized way of dancing in
order to feel freedom.

I am one to daydream frequently, so I found the podcast on WOOP to be quite eye-opening. I never would have
guessed that having positive fantasies could take away my energy as I would already feel accomplished. I could
mentally feel already there, so I would relax instead of take action. I could also have a poorer performance if I
fantasize. I should definitely incorporate WOOP (wish, outcome, obstacle, plan) because I could still daydream but
in a more realistic manner. I could identify and learn from my inner obstacles instead of brushing past them and
focusing on external obstacles that may seem easy to overcome. Perhaps WOOP will fix the holes within my goal
setting. My daydreaming goals are specific and challenging, and my commitment whilst daydreaming has rewards
and is appropriately set by me. I do not believe that my daydreaming goals eliminate competition from other
goals; I have many goals in mind, but, when daydreaming, I focus on that one goal and ignore the others although
they are still present. I also do not believe that my expectation of success is that high - that is why I am
daydreaming about it. However, with WOOP I can increase my expectation for success by taking action and
transforming my dream into a reality instead of tricking myself into simply thinking that I've accomplished a goal
through a dream.