Ben Franklin effect
The Ben Franklin effect is a psychological finding: A person who has done someone a favor is more likely to do that person another favor than they would be if they had received a favor from that person. Similarly, one who harms another is more willing to harm them again than the victim is to retaliate.[1] Recognition of effect by Franklin[edit] In the words of Benjamin Franklin, who famously observed the effect and for whom it is named, "He that has once done you a kindness will be more ready to do you another, than he whom you yourself have obliged In his autobiography, Franklin explains how he dealt with the animosity of a rival legislator when he served in the Pennsylvania legislature in the 18th century: Having heard that he had in his library a certain very scarce and curious book, I wrote a note to him, expressing my desire of perusing that book, and requesting he would do me the favour of lending it to me for a few days. Effect as an example of cognitive dissonance[edit] Notes[edit]
19. Quest to Learn : Imagination: Creating the Future of Education & Work
19. Quest to Learn Video: Katie Salen discusses Quest 2 Learn in a six part series on Big Think. Katie Salen recognizes that play is a profound part of the human experience. Salen is a game designer, interactive designer, animator, and design educator. On April 6, 2010, the Village Voice reported on Quest to Learn in “Game Theory: A city school explores the educational power of playing and designing games.” In the class “Sports for the Mind,” students build their own video games using a program called Gamestar Mechanic that was designed by Salen. “Sports for the Mind” teacher Al Doyle says his class helps students learn “systems thinking,” to understand the relationship of parts to wholes. Critic Diane Ravitch, an education historian and NYU professor, was cited in the article. “What [students] need most,” she said, “is to know history, civics, foreign languages, economics, literature, and to engage in the arts.
Getting Better vs Being Good
Everybody likes to do stuff they’re good at. When we’re doing the types of tasks and projects we’ve already mastered, we feel in control and confident. But settling into our sweet spots – and avoiding new experiences that require us to “stretch” – comes with consequences. Let’s try a quick self-assessment: Do you feel hesitant to learn new skills, especially with others? If you answered, “Yes,” to any of these questions, you may be limiting your creative potential by focusing on “be-good” goals versus “get-better” goals. Heidi Grant Halvorson, PhD, explains this concept (and backs it up with lots of research studies) in her excellent e-book “9 Things Successful People Do Differently,” and I wanted to share with you how this small mental shift could produce massive creative gains. To start, let’s define the two types of goals: Ironically, the negative impact of be-good goals can actually increase as you become more skilled. The freedom to open yourself up to new opportunities. Over to You…
Unnötiges Wissen :-)
Unnötiges Wissen Weihnachten wurde 1647 vom englischen Parlament offiziell abgeschafft. Sahara heißt auf arabisch "Wüste". In Kalifornien ist es gesetzlich verboten Schmetterlinge zu töten oder mit dem Tod zu bedrohen. Das Gefängnis auf der Insel Sark bietet Platz für genau zwei Personen. Isländer lesen weltweit die meisten Bücher. In der UdSSR war es verboten, in einem schmutzigen Auto zu fahren. Giraffen können sich selbst die Ohren auslecken. In Birmingham gibt es mehr Kanäle als in Venedig. In Wales gibt es doppelt so viele Schafe als Menschen. Golfbälle sind aus Statikgründen innen mit Honig gefüllt. Der Name der Halbinsel Yucatán bedeutet: "Ich kann dich nicht verstehen." Jährlich sterben mehr Menschen an Eseltritten als an Haiattacken. Bis zur Ermordung John F. Vom Hinduismus kann man nicht exkommuniziert werden. Die sibirische Lärche stellt 20 % aller Bäume der Welt. Im Hochmittelalter kam auf zwei Menschen eine Kirche. Die Wissenschaft von der Dummheit heißt Morologie. Tennis wurde im 11.
Welcome- The Incunabula Papers: Ong’s Hat
Helveticons
16 Ways to Love Your Lover (9780385310314): Otto Kroeger
Cialdini's Six Principles of Influence - Communication Skills Training from MindTools
Convincing Others to Say "Yes" (Also known as the Six Weapons of Influence) How do you influence others? © iStockphoto/blackred You've come up with a fantastic idea for a new product. Now you need to convince everyone to support it. However, you haven't had much success with this in the past. Influencing others is challenging, which is why it's worth understanding the psychological principles behind the influencing process. This is where it's useful to know about Cialdini's Six Principles of Influence. In this article, we'll examine these principles, and we'll look at how you can apply them to influence others. About the Six Principles The Six Principles of Influence (also known as the Six Weapons of Influence) were created by Robert Cialdini, Regents' Professor Emeritus of Psychology and Marketing at Arizona State University. The six principles are as follows: 1. As humans, we generally aim to return favors, pay back debts, and treat others as they treat us. 2. 3. 4. 5. 6. Warning: Reciprocity
