The Aronson effect refers to the fact that people like most people or things whose likes, rewards, and praises keep increasing, and least like those who seem to keep decreasing.
Aronson is a well-known psychologist. He believes that most people like people or things whose attitudes or behaviors are increasing, and dislike those whose attitudes or behaviors are decreasing. Why is this so? In fact, it's mainly frustration. From double praise to small praise or even no longer praise, this decline will lead to a certain set of frustration, but a small setback can generally be handled relatively calmly. However, if you are not praised but devalued, the frustration will suddenly increase, which is not accepted by ordinary people. Increasing frustration is very easy to cause discomfort and psychological disgust.
The experiment of the Aronson effect divides the experimenter into 4 groups to give different evaluations to a certain person, in order to observe which group a person likes the most. The first group always praised it, the second group always criticized it, the third group praised it first and then the fourth group praised it later.
After conducting this experiment with dozens of people, it was found that most of the people liked the fourth group the most and disliked the third group the most.
The Aronson effect reminds people that in daily work and life, we should try our best to avoid the reversal of the negative impression of others caused by their improper performance. Similarly, it also reminds us to avoid being affected by it and forming a wrong attitude in the process of forming an impression of others.
Example analysis of the Aronson effect:
1. Effective use
Behind the dormitory building, there is a rotten car parked. The children in the compound climb into the carriage and jump every 7 o'clock in the evening. The sound of the bang is deafening. The more the adults are concerned, the more joyous the children are. Seeing helpless. On this day, a person said to the children: "Children, today we are competing, a toy pistol for the loudest bounce." All the children jumped for joy, and the best ones won the prize. The next day, the friend came to the car again and said: "Continue to race today, and the prize is two toffee." Seeing the prize plummeting, all the children were unhappy. No one jumped hard, and the voice was sparse and weak. On the third day, the friend said to the children again: "Today's prize is two peanuts." All the children jumped out of the car and said: "Don't jump, don't jump. It's really boring. Go home to watch TV."
Analysis: In the case of "positive and difficult to attack", using the "decreasing reward method" can have a wonderful psychological effect.
2, counterexample
After graduating from university, Xiaogang was assigned to work in a unit. As soon as he entered the unit, he was determined to perform well and actively to leave a very good first impression on the leaders and colleagues. As a result, he went to the unit to clean the floor in advance every day, and took the initiative to work overtime during holidays. Some of the tasks assigned by the leadership were obviously difficult for him, and he bit the bullet and accepted them all.
Originally, it was beyond dispute that young people who had just stepped onto the job should actively express themselves. But the problem is that Xiaogang's performance at this time is far from his true ideological awareness, his consistent attitude and behavioral pattern, and is mixed with "excessive performance". Therefore, it is difficult to have long-term persistence. Before long, Xiao Gang stopped hitting the water, the ground did not drag, and he was often late. He was even more picky for the tasks assigned by the leader. As a result, the impression of the leaders and colleagues of him has changed from good to bad, even worse than the impression held by young people who did not perform well when they first came. Because everyone already has a "high expectation and high standard" for him, and everyone thinks that his initial positive performance is "pretending", and "honesty" is the "core quality" used by our society to evaluate a person.
3. A story
An old man from abroad wanted to be clean after retiring, so he bought a house in the Lake District. The first few weeks of staying were peaceful. But soon, a few young people started chasing around, kicking the trash can, and yelling. The old man couldn't stand the noise and went out and said to these young people: "You guys are really happy. I like the excitement. If you come here to play every day, I will give you one yuan each." Of course young people are happy, they can get money after playing, why not do it? So they fight harder. After two days, the old man said with a sad face: "I haven't received the pension so far, so from tomorrow, I can only give you five cents a day." Although the young man seemed unhappy, he still accepted the old man's. money. I continued to come here every afternoon to fight, and after a few more days, the old man "very guilty" told them, "I'm so sorry, inflation forced me to re-plan my expenses, so I can only give you a dime every day. "A dime?" A young man turned blue. "We won't waste time here for a dime. Let's quit." Since then, the old man has a quiet and leisurely life.
In this story, the old man’s wisdom actually coincides with the "Aronson effect" in psychology.
Actually, the "Aronson effect" is also common in organizational life. For example, thinking that fresh graduates who came to work in government departments suddenly jumped from a protected environment into a competitive environment, it is prone to "maladaptive disorder". As a newcomer, the diligent work at the beginning may be valued and praised by the leader and colleagues, but as time goes on, from an outsider to an insider, the leader’s praise is gone, and the praise from colleagues is less, he will feel uncomfortable and feel worthy Dispensable, insignificant, and frustration, so the enthusiasm for work is greatly affected, and the motivation when first came is no longer. Who knows that this transition from diligence to inactivity will also produce for leaders and colleagues: The effect of "diminishing praise" and the formation of the "Aronson effect" expressed dissatisfaction with it. This will further aggravate the frustration of the student, make it more lazy, and make everyone even less impressed. This vicious circle will make the college student increasingly fall into a very failed relationship.
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