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Positive Fantasy and Mativation

In Peter M. Gollwitzer & John A. Bargh (eds.), The Psychology of Action: Linking Cognition and Motivation to Behavior. Guilford. pp. 236 (1996)

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  1. Counterfactual Thinking, Persistence, and Performance: A Test of the Reflection and Evaluation Model.Keith Markman, Matthew McMullen & Ronald Elizaga - 2008 - Journal of Experimental Social Psychology 44 (2):421-428.
    The present research extends previous functional accounts of counterfactual thinking by incorporating the notion of reflective and evaluative processing. Participants generated counterfactuals about their anagram performance, after which their persistence and performance on a second set of anagrams was measured. Evaluative processing of upward counterfactuals elicited a larger increase in persistence and better performance than did reflective processing of upward counterfactuals, whereas reflective processing of downward counterfactuals elicited a larger increase in persistence and better performance than did evaluative processing of (...)
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  • Downward Counterfactuals and Motivation: The Wake-Up Call and the Pangloss Effect.Keith Markman & Matthew McMullen - 2000 - Personality and Social Psychology Bulletin 26 (5):575-584.
    Three studies examined the motivational implications of thinking about how things could have been worse. It was hypothesized that when these downward counterfactuals yield negative affect, through consideration of the possibility of a negative outcome, motivation to change and improve would be increased (the wake-up call). When downward counterfactuals yield positive affect, through diminishing the impact of a potentially negative outcome, motivation to change and improve should be reduced (the Pangloss effect). Results from three studies supported these hypotheses. Studies 1 (...)
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  • A Reflection and Evaluation Model of Comparative Thinking.Keith Markman & Matthew McMullen - 2003 - Personality and Social Psychology Review 7 (3):244-267.
    This article reviews research on counterfactual, social, and temporal comparisons and proposes a Reflection and Evaluation Model (REM) as an organizing framework. At the heart of the model is the assertion that 2 psychologically distinct modes of mental simulation operate during comparative thinking: reflection, an experiential (“as if”) mode of thinking characterized by vividly simulating that information about the comparison standard is true of, or part of, the self; and evaluation, an evaluative mode of thinking characterized by the use of (...)
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  • Identity, Self-Awareness, and Self-Deception: Ethical Implications for Leaders and Organizations.Cam Caldwell - 2009 - Journal of Business Ethics 90 (S3):393 - 406.
    The ability of leaders to be perceived as trustworthy and to develop authentic and effective relationships is largely a function of their personal identities and their self-awareness in understanding and making accommodations for their weaknesses. The research about self-deception confirms that we often practice denial regarding our identities without being fully aware of the ethical duties that we owe to ourselves and to others. This article offers insights about the nature of identity and selfawareness, specifically examining how self-deception can create (...)
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  • Acceptance as a positive attitude.Maria Miceli & Cristiano Castelfranchi - 2001 - Philosophical Explorations 4 (2):112 – 134.
    We argue in favor of the adaptive value of acceptance and that it deserves a definite status within the 'positive paradigm'. Acceptance currently suffers from ambiguous connotations because of its lack of optimistic biases and its similarity to resignation. We endeavor to show that acceptance and resignation are distinct attitudes by exploring their relationships with various phenomena-frustration, disappointment, expectation, positive thinking, replanning, and accuracy. The resulting distinguishing features of acceptance-thriving versus returning to baseline; realistic optimism versus hopelessness; persistence and flexible (...)
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  • Counterfactual Thinking and Regulatory Fit.Keith Markman, Matthew McMullen, Ronald Elizaga & Nobuko Mizoguchi - 2006 - Judgment and Decision Making 1 (2):98-107.
    According to regulatory fit theory (Higgins, 2000), when people make decisions with strategies that sustain their regulatory focus orientation, they “feel right” about what they are doing, and this “feeling-right” experience then transfers to subsequent choices, decisions, and evaluations. The present research was designed to link the concept of regulatory fit to functional accounts of counterfactual thinking. In the present study, participants generated counterfactuals about their anagram performance, after which persistence on a second set of anagrams was measured. Under promotion (...)
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  • Vision-based coaching: optimizing resources for leader development.Angela M. Passarelli - 2015 - Frontiers in Psychology 6.
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  • Episodic Future Thinking about the Ideal Self Induces Lower Discounting, Leading to a Decreased Tendency toward Cheating.Wen-Hsiung Wu, Wen Cheng & Wen-Bin Chiou - 2017 - Frontiers in Psychology 8.
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  • Value from hedonic experience and engagement.E. Tory Higgins - 2006 - Psychological Review 113 (3):439-460.
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