Dogmatism, learning, and resistance to change: A review and a new paradigm.

Ehrlich, Howard J.; Lee, Dorothy

doi:10.1037/h0027022

Cited by 71 publications

(23 citation statements)

References 35 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Hypothesis II, in accordance with theoretical (Rokeach, 1960;) and empirical (Ehrlich & Lee, 1969;White & Alter, 1965) (1972) and Taylor and Dunnette (1974) show that persons scoring high on the D-scale tend to be more confident of the correctness of the decisions they have made. It is therefore expected that D-score correlates positively with Decision Confidence.…”

Section: Pruitt (1961) Specifically Focused On How Many Pieces Of Infsupporting

confidence: 53%

Closedmindedness as a predictor of individual decision-making behaviors

Jolin

2000

View full text Add to dashboard Cite

The measures of decision-making behaviors were obtained from four decision situations developed by the experimenter. Closedmindedness was assessed using Rokeach's (1960) Dogmatism (D) scale.Persons with high D-scores tended to arrive at decisions on the basis of less information than persons with low D-scores (r = -.22, p < .05) and to make more appropriate use of information (r = +. 40, p < • 01) , yet they showed no tendency to differ in either accuracy (r = +.06, p > .05) or confidence (r = -.18, p> .05). Furthermore, they showed no tendency to be less able to reverse an earlier decision (r = +.04, p>. .05). of a decision but also in decision-making behaviors. Variations in --decision-making behaviors are attributab+e, at least in part, to the individual's emotional make-up and the relationship of the emotional make-up to the individual's cognitive structure. Frenkel-Brunswick (1949) is prominent among the many who have pointed to this relationship between personality and cognitive variables. She found that variations in parental behavior result in yariations in the child's ability to tolerate ambiguity. According to Vacchiano et al. (1969), later studies have supported this view.One personality dimension that has been linked widely with cognitive functioning is dogmatism, or closedmindedness. Rokeach (1954) defines closedmindedness "(a) a relatively closed cognitive organisation of beliefs and disbeliefs about reality, (b) organized around a central set of beliefs about absolute authority which in turn, (c) provides a framework for patterns of intolerance toward others" (p. 195). Rokeach's measure of closedmindedness is dogmatism (D-scale). Allport (1947) observed, many years ago, that whether or not facts are ignored or falsified is the result of both intellectual and emotional forces existing in the individual. Ignoring or falsifying facts on the basis of value structures present in the individual has the potential effect of warding 2 off threats from reality (Allport, 1947). At the same time, according to Maslow (1954), it gives the individual the feeling of understanding reality. Thus, closedmindedness has come to be seen as a cognitive defense mechanism. One would expect· it to discriminate individual decision-making behaviors.This study focuses on two pre-decisional and two post-decisional aspects of decision-making behavior. The pre-decisional behaviors meas- Table ·1 for a sunrrnary comparison of selected findings.).Pruitt (1961) specifically focused on how many pieces of information were requested by an individual prior to making a decision. His subjects were asked to decide whether a red or a green light was more likely to flash. Information consisted of a sequence of flashes of these lights.Under one condition, a subject could make this decision only once per sequence, whereas under another condition, prior to seeing any lights, an initial decisio~ had to be made, but this decision could later be changed once. Using the expected-value model of decision-making, Pruitt calculated the expecte...

show abstract

Section: Pruitt (1961) Specifically Focused On How Many Pieces Of Infsupporting

confidence: 53%

Closedmindedness as a predictor of individual decision-making behaviors

Jolin

2000

View full text Add to dashboard Cite

show abstract

“…Ehrlich and Lee's (1969) study differentiated among close-minded persons who resist changing their old and previously learned beliefs and open-minded persons who are eager to learn new things and are willing to accept major changes of the self. Wanberg and Banas (2000) also distinguish between individuals with a resilient personality and those with a high level of optimism.…”

Section: Resistance To Change Literature Reviewmentioning

confidence: 99%

Reluctant employees and felt stress: The moderating impact of manager decisiveness

Mulki

Jaramillo

Malhotra

et al. 2012

Journal of Business Research

View full text Add to dashboard Cite

“…For instance, as noted by Erlich and Lee (1969), skilled leaders can assist with the adaptation process by their use of different communication techniques.…”

Section: Personal Controlmentioning

confidence: 99%

Unpacking Personal Adaptability at Work

O’Connell

McNeely

Hall

2007

Journal of Leadership & Organizational Studies

117

View full text Add to dashboard Cite

Adaptability is a key competency for career success. In this article, the authors examine how individual adaptability is associated with the accrual of human capital, the organization of the work environment, and the characteristics of individuals. They find that a number of factors are particularly strongly related to personal adaptability: gender, employability, education, and management support. By understanding the variety of factors that are intrinsic to individuals, those that can be developed within individuals, and work environment design, it seems possible to foster the development of personal adaptability in the workplace.

show abstract

Dogmatism, learning, and resistance to change: A review and a new paradigm.

Cited by 71 publications

References 35 publications

Closedmindedness as a predictor of individual decision-making behaviors

Closedmindedness as a predictor of individual decision-making behaviors

Reluctant employees and felt stress: The moderating impact of manager decisiveness

Unpacking Personal Adaptability at Work

Contact Info

Product

Resources

About