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Criticizes the system of motivating through reward, offering arguments for motivating people by working with them instead of doing things to them.
The Rewards of Punishment describes a new social theory of norms to provide a compelling explanation why people punish. Identifying mechanisms that link interdependence with norm enforcement, it reveals how social relationships lead individuals to enforce norms, even when doing so makes little sense. This groundbreaking book tells the whole story, from ideas, to experiments, to real-world applications. In addition to addressing longstanding theoretical puzzles—such as why harmful behavior is not always punished, why individuals enforce norms in ways that actually hurt the group, why people enforce norms that benefit others rather than themselves, why groups punish behavior that has only trivial effects, and why atypical behaviors are sometimes punished and sometimes not—it explores the implications of the theory for substantive issues, including norms regulating sex, crime, and international human rights.
Reward and Punishment in Human Learning: Elements of a Behavior Theory provides a different approach to the study of reward and punishment, emphasizing what is learned when a response is rewarded and how does this differ from what is learned when a response is punished. This book discusses the distortions in impressions of success, accuracy in recall of reward and punishment, and determinants of outcome-recall. The role of open-task attitudes in motor learning, effects of isolated punishments, and structural isolation in the closed-task situation are also elaborated. This publication is intended for psychologists, but is also helpful to teachers, executives, prison officials, psychotherapists, and parents.
This book deals with central and universal issues of reward, punishment and forgiveness for the first time in a compact and comprehensive way. Until now these themes have received far too little attention in scholarly research both in their own right and in their interrelationship. The scope of this study is to present them in relation to the foundations of our culture. These and related issues are treated primarily within the Hebrew Bible, using the methods of literary analysis. The centrality of these themes in all religions and all cultures has resulted, however, in a comparative investigation, drawing attention to the problem of terminology, the importance of Greek culture for the European tradition, and the fusion of Greek and Jewish-Christian cultures in our modern philosophical and theological systems. This broad perspective shows that the biblical personalist understanding of divine authority and of human righteousness or guilt provides the personalist key to the search for reconciliation in a divided world.
The author of Punished by Rewards and The Schools Our Children Deserve returns with a provocative challenge to the conventional ways of raising children. Kohn argues that all children have the need to be loved unconditionally, yet conventional approaches to parenting, such as punishment and reward, teach children that they are loved only when they please and impress parents. Kohn cites powerful research detailing the damage this can cause. Unconditional Parenting pushes parents to question their ideas of parenting and offers practical solutions to problems.
In How and Why People Change Dr. Ian M. Evans revisits many of the fundamental principles of behavior change in order to deconstruct what it is we try to achieve in psychological therapies. All of the conditions that impact people when seeking therapy are brought together in one cohesive framework: assumptions of learning, motivation, approach and avoidance, barriers to change, personality dynamics, and the way that individual behavioral repertoires are inter-related.
A powerful new parenting book that gives parents the exact words to solve any sticky parenting situation! A toddler meltdown over the wrong pair of pants, siblings fighting in the back of the car, kids crying when you try to leave the house... Parents have the best intentions to be patient and loving, but in the heat of the moment, they too often find themselves feeling helpless, desperate, and so frustrated that they resort to yelling, threatening, bribing, or caving. Now Say This solves the dilemma: how can you be empathic and effective at once? Based on the popular 3-step "ALP" model the authors have taught thousands of parents in their clinical practice, and written in a friendly, balanced, and research-based tone, Now Say This addresses issues such as, Tantrums Engaging cooperation Sibling relationships Screentime Bedtime Best of all, it answers the question, "Now, what do you actually say?" using scripts and body language from real life examples. Now Say This is a guide that transforms remarkable ideas into practical how-to's that busy parents can use right away.
"A Must Read For High Performing Workers Who Feel Undervalued!!"- Amazon Reader Great Work, Great Rewards is the definitive self-help guide to reclaiming your joy when your ONLY reward for great work is more work. Ever feel like no good deed ever goes unpunished when you're at the office? Are you caught up in a cycle where being the "go to" person on your team no longer seems worth the trouble (but the achiever in you will not let you give anything less than your best)? Have you become too valuable in your current role for your company to let you move into the position you really want? Has working miracles become your normal way of working and what others expect from you? If you've answered "yes" to any of these questions, then chances are you're caught up in the performance punishment cycle. But, you can break free! In Great Work, Great Rewards, you'll learn: How to identify performance punishment, whether it's happening to you, someone on your team or someone you care about Why there are disadvantages to being the "go to" person on the team How perfectionism can be a double-edge sword When working harder or smarter isn't necessarily the key to success How to utilize the 7 secrets for breaking the performance punishment cycle to reclaim your joy in the workplace How the top companies prevent performance punishment from happening in their organizations Part self-help guide, part workbook, Great Work, Great Rewards is a must-read for any high-performing achiever looking to break the performance punishment cycle and reclaim their joy at work.
As I begin to write this Preface, I feel a rush of excitement. I have now finished the book; my gestalt is coming into completion. Throughout the months that I have been writing this, I have, indeed, been intrinsically motivated. Now that it is finished I feel quite competent and self-determining (see Chapter 2). Whether or not those who read the book will perceive me that way is also a concern of mine (an extrinsic one), but it is a wholly separate issue from the intrinsic rewards I have been experiencing. This book presents a theoretical perspective. It reviews an enormous amount of research which establishes unequivocally that intrinsic motivation exists. Also considered herein are various approaches to the conceptualizing of intrinsic motivation. The book concentrates on the approach which has developed out of the work of Robert White (1959), namely, that intrinsically motivated behaviors are ones which a person engages in so that he may feel competent and self-determining in relation to his environment. The book then considers the development of intrinsic motiva tion, how behaviors are motivated intrinsically, how they relate to and how intrinsic motivation is extrinsically motivated behaviors, affected by extrinsic rewards and controls. It also considers how changes in intrinsic motivation relate to changes in attitudes, how people attribute motivation to each other, how the attribution process is motivated, and how the process of perceiving motivation (and other internal states) in oneself relates to perceiving them in others.
“All that have ever tried to impose change in their organization will immediately recognize and truly value the in-depth knowledge and experience captured in this book. It contains a collection of eye-openers that is a treasure chest for pioneers of new organizational ideas, A fantastic toolbox for use in future missions!” —Lise B. Hvatum, product development manager, Schlumberger “If you have need of changing your organization, and especially of introducing new techniques, then you want to understand what is in this book. It will help you avoid common pitfalls that doom many such projects and will show you a clear path to success. The techniques are derived from the experience of many individuals and organizations. Many are also fun to apply. This stuff is really cool—and really hot.” —Joseph Bergin, professor of computer science, Pace University, New York “If change is the only guarantee in life, why is it so hard to do? As this book points out, people are not so much resistant to change itself as they are to being changed. Mary Lynn and Linda have successfully used the pattern form to capture and present the recurring lessons of successful change efforts and have placed a powerful knowledge resource in the hands of their readers.” —Alan O'Callaghan, researcher, Software Technology Research Laboratory, De Montfort University, United Kingdom “The most difficult part of absorbing patterns, or any technology, into an organization is overcoming the people issues. The patterns in this book are the documentation of having gone through that experience, giving those that dare push the envelope a head start at success.”—David E. DeLano, IBM Pervasive Computing “If you have ever wondered how you could possibly foster any cultural changes in your organization, in this book you will find a lot of concrete advice for doing so. I recommend that everyone read this book who has a vast interest in keeping his or her organization flexible and open for cultural change.” —Jutta Eckstein, Independent Consultant, Objects In Action Author of Agile Software Development in the Large 48 Patterns for Driving and Sustaining Change in Your Organization Change. It's brutally tough to initiate, even harder to sustain. It takes too long. People resist it. But without it, organizations lose their competitive edge. Fortunately, you can succeed at making change. In Fearless Change, Mary Lynn Manns and Linda Rising illuminate 48 proven techniques, or patterns, for implementing change in organizations or teams of all sizes, and show you exactly how to use them successfully. Find out how to Understand the forces in your organization that drive and retard change Plant the seeds of change Drive participation and buy-in, from start to finish Choose an "official skeptic" to sharpen your thinking Make your changes appear less threatening Find the right timing and the best teaching moments Sustain your momentum Overcome adversity and celebrate success Inspired by the "pattern languages" that are transforming fields from software to architecture, the authors illuminate patterns for every stage of the change process: knowledge, persuasion, decision, implementation, and confirmation. These flexible patterns draw on the experiences of hundreds of leaders. They offer powerful insight into change-agent behavior, organizational culture, and the roles of every participant. Best of all, they're easy to use—and they work!