Theory of Multiple Intelligences

Howard Gardner is a Professor of Cognition and Education at Harvard University and Co-Director of Harvard’s Project Zero. He is widely known for his Theory of Multiple Intelligences, introduced in his book Frames of Mind (1983). In his book, Gardner proposed a novel notion: the psychological construct 'intelligence' should be formally measured in more ways than simply through the widely accepted IQ tests used in most school systems.

Gardner suggests eight basic intelligences:
- linguistic-verbal
- logical-mathematical
- visual-spatial
- bodily-kinesthetic
- musical-rhythmic
- interpersonal
- intrapersonal
- naturalist

Intrinsic and Extrinsic Motivation

Intrinsic Motivation
It is notice that a person who is intrinsically motivated undertakes an activity out of his own accord; it may be for self, enjoyment or for the feeling of accomplishment.

Extrinsic Motivation
An Extrinsically motivated person undertakes an activity in order to gain some reward or avoid punishment. However, there is a paradox of intrinsic and extrinsic motivation. Intrinsic motivation is far stronger a motivator than extrinsic motivation, yet external motivation can easily act to displace intrinsic motivation

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Consistency Theory - Commiment & Consistency

The discomfort of cognitive dissonance occurs when things fall out of alignment, which leads us to try to achieve a maximum practical level of consistency in our world. When our inner systems (beliefs, attitudes, values, etc.) all support one another and when these are also supported by external evidence, then we have a comfortable state of affairs.

When there is conflict between behaviors that are consistent with inner systems and behaviors that are consistent with social norms, the potential threat of social exclusion often sways us towards the latter, even though it may cause significant inner dissonance.

Ways we achieve consistency between conflicting items include:
Denial or ignoring : 'I didn't see it happen.'
Rationalization and excuses : 'It was going to fall anyway.'
Separation of items :'I don't use my car enough to make a difference .'
Transcendence : 'Nobody is perfect.'
Changing item : 'I'll be more careful next time.'
Persuasion : 'I'm good, really, aren't I?'
Example
If you make a promise, you will feel bad if you do not keep it.

Defending
You will always be inconsistent in some areas. When changing to fit in with the inconsistencies that someone else is pointing out, think about the other, potentially more serious, inconsistencies that you will be opening up.

Read also : Principle of Influence - Commitment & Consistency

Theory X and Theory Y

Douglas McGregor developed a philosophical view of humankind with his Theory X and Theory Y in 1960. These are two opposing perceptions about how people view human behavior at work and organizational life.

Theory X - With Theory X assumptions, management's role is to coerce and control employees.
- People have an inherent dislike for work and will avoid it whenever possible.
- People must be coerced, controlled, directed, or threatened with punishment in order to get them to achieve the organizational objectives.
- People prefer to be directed, do not want responsibility, and have little or no ambition.
- People seek security above all else.

Theory Y - With Theory Y assumptions, management's role is to develop the potential in employees and help them to release that potential towards common goals.
- Work is as natural as play and rest.
- People will exercise self-direction if they are committed to the objectives (they are NOT lazy).
- Commitment to objectives is a function of the rewards associated with their achievement.
- People learn to accept and seek responsibility.
- Creativity, ingenuity, and imagination are widely distributed among the population. People are capable of using these abilities to solve an organizational problem.
- People have potential.

Extracted from http://www.nwlink.com/~donclark/hrd/history/xy.html