external locus of control ebs (jnc2014)

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external Locus of control

Exploration of possibilities

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Any behavior that is learned can be changed.

Locus of Control is a socially learned behavior.

Changing the locus of control

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The conditions for change include: (a)  a desire to change, (b)  clarity about the direction of

desired change, (c)  a clear idea of the present

condition, and (d)  knowledge of the process or

mechanisms of change.

Changing the locus of control

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People can be supported in their change process by (1) pointing out

the implications of external and internal orientations; by (2) facilitating self-awareness,

feedback, and assessment; and by (3) providing mechanisms for

change.

Changing the locus of control

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1. POINTING OUT THE IMPLICATIONS

SUPPORTING THE CHANGE

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FINDINGS OF RESEARCH ON

Locus of control

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Externally oriented individuals are more apt to express unrealistic occupational

aspirations. Externals are less able to cope with the

demands of reality.

Locus of control affects behavior on the job.

Externals are slower to adopt innovations and new practices.

FINDINGS FROM RESEARCH

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When appointed as leaders, externals rely more on the usage of coercive power and threats, indicating their

perceived expectancy of successful influence.

FINDINGS FROM RESEARCH

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Externals tend to pick partners of inferior ability and are less confident of the outcomes when relinquishing their

personal control, as their fate is perceived as largely influenced by

powerful others.

FINDINGS FROM RESEARCH

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Most of the research indicates that people are handicapped by an

external orientation, by failing to exercise control over their

environments. Such people do not experience the psychological success that enables them to feel satisfied or

truly successful in their work.

FINDINGS FROM RESEARCH

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•  Because externals do not perceive outcomes as being the result of their actions, they assume less responsibility for the consequences of their actions.

•  The extremely externalized person may blame outside factors as a defense against admitting personal inadequacies and may be passive in environmental difficulties.

CHARACTERISTICS OF externals

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What are your impressions on these

findings?

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self-awareness 2. Facilitating

SUPPORTING THE CHANGE

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inventory

Locus of control

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I (Internal) A person with an

internal orientation believes that his or her future is controlled by him/herself and from

within.

EO (External-Others) A person with an external-others

orientation believes that his or her future is

controlled by powerful others.

EC (External-Chance) A person with an external-

chance orientation believes that his or her

future is controlled primarily by luck or

chance.

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How is this second test helping me figure out

where I stand and what to do next?

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change 3. Mechanisms for

SUPPORTING THE CHANGE

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6 mantras to Develop your

internal ENTREPRENEURIAL outlook

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Maintain a sense of optimism and trust in your abilities to get the job done.

1. I have what it takes

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Tune in into your creative side. Innovations often are developed in

solving difficult challenges

2. I can innovate

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Learn how to maintain a sense of self-discipline, modeling ways to work

effectively and efficiently.

3. I can Lead the way

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Listen to reason. Hear what your detractors are saying.

Innovate/plan/implement.

4. I am stay prepared

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Sharpen your communication skills. Whether through e-mail, face-to-face, or through

presentations, be clear, honest, and understandable.

5. I Pay attention

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They keep your eyes on the progress towards the prize ahead.

Stay passionate by keeping in mind the why.

6. I get the results I want

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How can I effectively use these mantras to increase my internal

orientation?

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Whatever your orientation is – if you have been not conscious of

your approach, – it has been not of your making.

You are not to be blamed!

Once again...

And most importantly,

you can change!