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95 Cards in this Set
- Front
- Back
Motivation
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the set of forces that initiates, directs, and makes people persist in their efforts to accomplish a goal
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Needs
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the physical or psychological requirements that must be met to ensure survival and well–being
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Extrinsic Reward
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a reward that is tangible, visible to others, and given to employees contingent on the performance of specific tasks or behaviors
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Intrinsic Reward
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a natural reward associated with performing a task or activity for its own sake
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Equity Theory
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A theory that states that people will be motivated when they perceive that they are being treated fairly
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Inputs
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in equity theory, the contributions employees make to the organization
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Outcomes
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in equity theory, the rewards employees receive for their contributions to the organization
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Referents
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in equity theory, others with whom people compare themselves to determine if they have been treated fairly
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Outcome/input ratio
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in equity theory, an employee's perception of how the rewards received from an organization compare with the employee's contribution to that organization
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Underreward
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a form of inequity in which you are getting fewer outcomes relative to inputs than your referent is getting
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Overreward
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a form of inequity in which you are getting more outcomes relative to inputs than your referent
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Distributive Justice
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the perceived degree to which outcomes and rewards are fairly distributed or allocated
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Procedural Justice
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the perceived fairness of the process used to make reward allocation decision
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Expectancy Theory
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the theory that people will be motivated to the extent to which they believe that their efforts will lead to good performance, that good performance will be rewarded, and that they will offered attractive rewards
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Valence
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the attractiveness or desirability of a reward or outcome
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Expectancy
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the perceived relationship between effort and performance
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Instrumentality
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the perceived relationship between performance and rewards
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Reinforcement Theory
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the theory that behavior is a function of its consequences, that behaviors followed by positive consequences will occur more frequently, and that behaviors followed by negative consequences or not followed by positive consequences, will occur less frequently
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Reinforcement
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the process of changing behavior by changing the consequences that follow behavior
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Reinforcement Contingencies
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cause–and–effect relationships between the performance of specific behaviors and specific consequences
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Schedule of reinforcement
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rules that specify which behaviors will be reinforce, which consequences will follow those behaviors, and the schedule by which those consequences will be delivered
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Positive reinforcement
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reinforcement that strengthens behavior by following behaviors with desirable consequences
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Negative reinforcement
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reinforcement that strengthens behavior by withholding an unpleasant consequence when employees perform a specific behavior
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Punishment
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reinforcement that weakens behavior by following behaviors with undesirable consequences
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Extinction
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reinforcement in which a positive consequence is no longer allowed to follow a previously reinforced behavior, thus weakening the behavior
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Continuous Reinforcement schedule
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a schedule that requires a consequence to be administered following every instance of a behavior
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Intermittent Reinforcement schedule
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a schedule in which consequences are delivered after a specified or average time has elapsed or after a specified or average number of behaviors has occurred
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Fixed interval reinforcement schedule
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an intermittent schedule in which consequences follow a behavior only after a fixed time has elapsed
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Variable Interval Reinforcement Schedule
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an intermittent schedule in which the time between a behavior and the following consequences varies around a specified average
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Fixed Ratio Reinforcement Schedule
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an intermittent schedule in which consequences are delivered following a specific number of behaviors
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Variable Ration Reinforcement Schedule
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an intermittent schedule in which consequences are delivered following a different number of behaviors, sometimes more and some less, that vary around a specified average number of behaviors
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Goal
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a target, objective, or result that someone tries to accomplish
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Goal–setting theory
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the theory that people will be motivated to the extent to which they accept specific, challenging goals and receive feedback that indicates their progress toward goal achievement
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Goal specificity
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the extent to which goals are detailed, exact and unambiguous
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Goal difficulty
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the extent to which a goal is hard or challenging to accomplish
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goal acceptance
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the extent to which people consciously understand and agree to goals
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Performance feedback
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information about the quality or quantity of past performance that indicates whether progress is being made toward the accomplishment of a goal
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communication
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the process of transmitting information from one person or person to another
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perception
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the process by which individuals attend to, organize, interpret, and retain information from their environments
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perceptual filters
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the personality–, psychology–,or experience–based differences that influence people to ignore or pay attention to particular stimuli
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selective perception
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the tendency to notice and accept objects and information consistent with our values, beliefs, and expectations, while ignoring or screening inconsistent information
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closure
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the tendency to fill in gaps of missing information by assuming that what we don't know is consistent with what we already know
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attribution theory
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the theory that we all have a basic need to understand and explain the causes of other peoples behavior
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defensive bias
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the tendency for people to perceive themselves as personally and situationally similar to someone who is having difficulty or trouble
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fundamental attribution error
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the tendency to ignore external causes of behavior and to attribute other peoples actions to internal causes
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self–serving bias
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the tendency to overestimate our value by attributing successes to ourselves (internal causes) and attributing failures to others or the environment (external causes)
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encoding
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putting a message into a written, verbal, or symbolic form that can be recognized and understood by the receiver
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decoding
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the process by which the receiver translates the written, verbal, or symbolic form of a message into an understood message
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feedback to sender
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in the communication process, a return message to the sender that indicates the receivers understanding of the message
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noise
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anything that interferes with the transmission of the intended message
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jargon
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vocabulary particular to a profession or group that interferes with communication in the workplace
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formal communication channel
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the system of official channels that carry organizationally approved messages and information
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downward communication
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communication that flows from higher to lower levels in an organization
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upward communication
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communication that flows from lower to higher levels in an organization
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horizontal communication
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communication that flows among managers and workers who are at the same organizational level
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informal communication channel (grapevine)
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the transmission of messages from employee outside of formal communication channels
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coaching
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communicating with someone for the direct purpose of improving the persons on–the–job performance or behavior
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counseling
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communicating with someone about non–job–related issues that may be affecting or interfering with the persons performance
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nonverbal communication
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any communication that doesn't involve words
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kinesics
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movements of the body and face
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para–language
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the pitch, rate, tone, volume, and speaking pattern (i.e. use of silences, pauses, or hesitations) of ones's voice
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communication medium
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the method used to deliver an oral or written message
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hearing
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the act or process of perceiving sounds
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listening
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making conscious effort to hear
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active listening
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assuming half the responsibility for successful communication by actively giving the speaker nonjudgmental feedback that shows you've accurately heard what he or she said
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empathetic listening
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understanding the speakers perspective and personal frame of reference and giving feedback that conveys that understanding to the speaker
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destructive feedback
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feedback that disapproves without any intention of being helpful and almost always causes a negative or defensive reaction in the recipient
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constructive feedback
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feedback intended to be helpful, corrective, and/or encouraging
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online discussion forums
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the in–house equivalent of internet newsgroups. By using web– or software– based discussion tools that are available across the company, employees can easily ask questions and share knowledge with each other
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televised/videotaped speeches and meetings
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speeches and meetings originally made to a smaller audience that are either simultaneously broadcast to other locations in the company or videotapes for subsequent distribution and viewing
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organizational silence
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when employees withhold information about organizational problems or issues
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company hostiles
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phone numbers that anyone in the company can call anonymously to leave information for upper management
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survey feedback
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information that is collected by surveys from organizational members and then compiled, disseminated, and used to develop action plans for improvement.
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blog
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a personal website that provides personal opinions or recommendations, news summaries, and reader comments
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stress
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the unconscious preparation to fight or flee that a person experiences when faced with any demand
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stressor
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the person or event that triggers the stress response
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distress
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teh adverse psychological, physical, behavioral, and organizational consequences that may arise as a result of stressful events
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strain
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distress
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homeostasis
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a steady state of bodily functioning and equilibrium
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ego–ideal
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the embodiment of a person's perfect self
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self–image
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how a person sees himself or herself, both positively and negatively
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workaholism
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an imbalanced preoccupation with work at the expense of home and personal life satisfaction
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participation problem
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a cost associated with absenteeism, tardiness, strikes and work stoppages, and turnover
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performance decrement
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a cost resulting form poor quality or low quantity of production, grievances, and unscheduled machine downtime and repair
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compensation award
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an organizational cost resulting from court awards for job distress
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Type A behavior pattern
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a complex of personality and behavioral characteristics, including competitiveness, time urgency, social status insecurity, aggression, hostility, and a quest for achievement
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personality hardiness
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a personality characterized by commitment, control, and challenge and, hence, resistant to distress
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transformational coping
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a way of managing stressful events by changing them into less subjectively stressful events
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self–reliance
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a healthy, secure, interdependent pattern of behavior related to how people form and maintain supportive attachments with others
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counterdependence
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an unhealthy, insecure pattern of behavior that leads to separation in relationships with other people
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overdependence
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an unhealthy, insecure pattern of behavior that leads to preoccupied attempts to achieve security through relationships
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preventative stress management
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an organizational philosophy according to which people and organizations should take joint responsibility for promoting health and preventing distress and strain
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primary prevention
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the stage in preventive stress management designed to reduce, modify, or eliminate the demand or stressor causing stress
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secondary prevention
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the stage in preventive stress management designed to alter or modify the individual's or the organization's response to a demand or stressor
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tertiary prevention
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the stage in preventive stress management designed to heal individual or organizational symptoms of distress and strain
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