Psychological Review

In attempting to understand and explain various behaviour, events, and phenomena in their field, psychologists have developed and enunciated an enormous number of ‘best guesses’ or theories concerning the phenomenon in question. Such theories involve speculations and statements that range on a potency continuum from ‘strong’ to ‘weak’. The term theory, itself, has been conceived of in various ways in the psychological literature. In the present dictionary, the strategy of lumping together all the various traditional descriptive labels regarding psychologists ‘best guesses’ under the single descriptive term theory has been adopted. The descriptive labels of principle, law, theory, model, paradigm, effect, hypothesis and doctrine are attached to many of the entries, and all such descriptive labels are subsumed under the umbrella term theory. The title of this dictionary emphasizes the term theory (implying both strong and weak best guesses) and is a way of indication, overall, the contents of this comprehensive dictionary in a parsimonious and felicitous fashion. The dictionary will contain approximately 2,000 terms covering the origination, development, and evolution of various psychological concepts, as well as the historical definition, analysis, and criticisms of psychological concepts. Terms and definitions are in English. *Contains over 2,000 terms covering the origination, development and evolution of various psychological concepts *Covers a wide span of theories, from auditory, cognitive tactile and visual to humor and imagery *An essential resource for psychologists needing a single-source quick reference

Issues for 1894-1903 include the section: Psychological literature.

Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of “fitting in” and “going along” spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today’s knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the “yes-men” approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

Psychological Foundations of Attitudes presents various approaches and theories about attitudes. The book opens with a chapter on the development of attitude theory from 1930 to 1950. This is followed by separate chapters on the principles of the attitude-reinforcer-discriminative system; a systematic test of a learning theory analysis of interpersonal attraction; a "spread of effect" in attitude formation; Hullian learning theory; and possible origins of learned attitudinal cognitions. Subsequent chapters deal with mechanisms through which attitudes can function as both independent and dependent variables in the attitude-behavior link; and the problem of how people go about applying a summary label to their attitudes and the reciprocal effects that rating has on the content of attitude. The final chapters discuss a commodity theory that relates selective social communication to value formation; the freedoms there are in regard to attitudes; attitude change occasioned by actions which are discrepant from one's previously existing attitudes or values; and the conflict-theory approach to attitude change.