humanistic approach

• When Simon walked into the lounge, his girlfriend and his best friend were not just sitting on the sofa. From where Simon was sitting it looked very much like they were kissing.
• During his childhood, Simon was often exposed to aggressive models. He is from a family of four brothers and they could often be found fighting with each other. In fact, his mum and dad used to encourage it as they said 'sort it out amongst yourselves boys'.
• When Simon was 12 his dad was arrested and charged with GBH. He was found guilty and was sentenced to 2 years in prison. Simon often visited his dad in prison. Simon thought his dad was a hero.
• Simon has a twin brother. They are identical twins. Of the four boys, Simon's twin is the least aggressive and prefers to spend his time reading and studying than fighting.
• Simon loves to spend his spare time playing on one of his many games consoles. He particularly enjoys games which have some violent content and are rated 18.
• Simon is currently working as a bouncer at the local nightclub. His ambition is to become a professional boxer.
• Simon has the FREE-WILL to act in the way that he wants to. Simon can choose how to act.
• There are reasons for Simon's behaviour. There are things that DETERMINE Simon's behaviour.
• All the approaches we have considered so far are determinist to some degree in their suggestion that our behaviour is entirely, or at least partly, shaped by forces over which we have no control.
• From this Humanistic Psychology is born.
• Unconscious mind


  Unaware where most of our minds are. Hold our biological drives and instincts. We are unaware. Hold our childhood experiences and form tripartite personality. Unconscious activity is the key determinate of how we behave.
• Drives (or 'instincts')


  We possess innate 'drives' (or 'instincts') that 'energize' our minds to motivate behaviour as we develop through our lives.
• Unconscious


  Contains repressed threatening and disturbing memories
• Humanistic approach


  Emerged 1950's Carl Rogers and Abraham Maslow. Known as the 3rd force in psychology challenging psychodynamic and behaviourist.
• Humanistic approach


  • Suggests that human beings are actually self-determining and have free will
  • Rejects scientific models trying to create general laws
  • Opts for a person-centred approach focused on individual and subjective experiences
  • Recognises outside influences; we are not restricted by them
• The humanistic movement developed in America

  Early 1950s
• Free will


  The notion that humans can choose their behaviour and are not determined by internal biological or external forces.
• Hierarchy of Needs


  Maslow's theory of human motivation. Emphasises importance of personal growth. Humanistic psychologists regard personal growth as an essential part of being human.
• Self-Actualisation


  • Represents the uppermost level of Maslow's Hierarchy of Needs. This means that you have fulfilled your desire to grow psychologically and fulfil one's full potential – becoming what you are capable of
  • To reach self-actualisation you must first fulfil the needs of the lower levels of the hierarchy before reaching full potential.
• Maslow's Hierarchy of Needs


  • Physiological needs
  • Safety and Health
  • Love and belonging
  • Esteem
  • Self actualisation
• Deficiency needs


  Low levels of Maslow's hierarchy of needs
• Growth needs


  High level of Maslow's hierarchy of needs
• Self-actualisation


  Every person has an innate tendency to achieve their full potential - to be the best they can possibly be. Most people that have attained this shared certain characteristics such as creativity, acceptance, accurate perception of the world and morality.
• Not everyone will be able to reach their potential. There will be psychological barriers that prevent some from reaching self-actualisation.
• To enhance performance, the organizational culture and HR strategies must address and fulfill the needs of employees. HR strategies, including compensation, benefits, job design, training, cultural development, and performance evaluations, can be tailored to cater to Maslow's hierarchy of needs.
• Application


  Workplace organizations and employee motivation
• Maslow's hierarchy of needs theory


  • To enhance performance, the organizational culture and HR strategies must address and fulfill the needs of employees
  • HR strategies, including compensation, benefits, job design, training, cultural development, and performance evaluations, can be tailored to cater to Maslow's hierarchy of needs
• Homework groups


  • Group 1 characteristics of self-actualisers
  • Group 2 behaviours which lead to self-actualisation
  • Group 3 applications of Maslow to education
  • Group 4 how Maslow's ideas differ from those of the behaviourists
  • Group 5 criticisms of Maslow's theory
  • Group 5 strengths of Maslow's theory
• Carl Rogers points out that individuals strive to achieve their ideal selves because they are motivated towards self-improvement and self growth
• Humanistic approach


  Concerned itself with explanations of healthy growth in individuals – a positive image of the human condition
• Self


  Ideas and values about how we characterise ourselves
• Congruence


  Agreement or harmony; compatibility
• Conditions of self-worth


  Boundaries/limits set on love
• Assumptions of humanistic approach

  • Humans have a basic need to feel nurtured and valued by significant people in their lives, such as parents (love, praise and acceptance)
  • If this is given freely, without conditions (unconditional positive regard), then people will develop a healthy sense of self-worth, recognizing their abilities and difficulties
  • Children who receive negative regard, such as criticism and blame, develop low self-esteem
  • To avoid this, the parents should blame the behavior not the child
• Sense of well-being


  A healthy sense of wellbeing is established if an individual maintains a reasonable consistency between ideal self and actual behaviour. This is known as congruence.
• The greater the gap between the ideal self and the actual self


  The greater the incongruence
• Incongruence


  Can lead to low self-worth and maladjustment
• Rogers (1951) believed that people have two basic needs: Positive regard from other people and feelings of self-worth
• Feelings of self-worth develop from childhood and are influenced by the interactions with parents
• Client-centered therapy (CCT)


  Developed by Rogers to reduce the gap between the self-concept and the ideal self