Self-Confrontation as a Means of Changing the Values and Behavior of New Infantry Officers

Abstract

The present study assessed the effectiveness of Rokeach's self- confrontation procedure as a means of changing new Infantry officers' values and behavior. Officers assigning a low rate to one of the three ideal leadership values of Sense of Accomplishment, National Security, or Physical Fitness were randomly assigned to either a self-confrontation (feedback) or control (no feedback) group. The results indicated that the self-confrontation procedure employed in this research was not effective at inducing value change and only marginally successful at altering behavior. Group differences on various performance indices were most apparent for those officers who were discrepant on the value Sense of Accomplishment. Suggestions for future research are made.

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Document Details

Document Type
Technical Report
Publication Date
Sep 01, 1983
Accession Number
ADA142867

Entities

People

  • A. Fenigstein
  • F. N. Dyer
  • R. E. Hilligoss
  • R. J. Pleban

Organizations

  • U.S. Army Research Institute for the Behavioral and Social Sciences

Tags

Communities of Interest

  • Human Systems

DTIC Thesaurus Topics

  • Applied Psychology
  • Behavioral Sciences
  • Leadership Training
  • Military Research
  • National Security
  • New York
  • Physical Fitness
  • Psychology
  • Social Psychology
  • Social Sciences
  • Standards
  • Students
  • Surveys
  • Training
  • United States
  • Universities
  • War Colleges

Fields of Study

  • Psychology

Readers

  • Brain and Cognitive Science; Experimental Psychology; Cognitive Neuroscience
  • Military Leadership and Professional Education.
  • Speech Processing/Speech Recognition.