case of mark
Festinger’s cognitive dissonance theory of attitude change is a person’s attempt to change one of the cognitions, adjusting its importance or by adding additional justifications to the cognition to reduce the conflict between them. This theory can be well explained in Mark’s behavior. The two cognitions when he was vice president of sales are:
Cognition 1: Mark was held sole responsible of the sales department
Cognition 2: He was an executive team member for making sales policies.
These two cognitions created a dissonance. Therefore to reduce the dissonance between the two cognitions, he explicitly showed the unwillingness to work with the new team. His actions of trying to assert himself and not leaving the office for the field, indicate that he found it boring and less interesting as it didn’t justify Gray’s actions of giving him responsibilities.
The two cognitions when Mark was placed in the role of the vice-president of special projects are:
Cognition 1: He had to discuss upon his special project trips and his recommendations with Gray at regular luncheon meetings.
Cognition 2: He was sent to foreign trips as a special representative of the president and was not involved in any administrative decision making.
This created a dissonance between the two aspects. He brought down the dissonance by reassuring himself that the luncheon meetings with the president made him feel as important as the president apparently did this with no other team members. 4) The results of the personality test are often dependent not only solely on the person’s behavior but also on the situation they are going through. Mark would have scored well in the Big 5 trait personality test because, before the new president was announced by the board, his situation was different as compared to the situation he was facing after the result of the presidency. Before the presidency decision was made, he exhibited positive traits as he was confident of becoming the president. Since he
Cognition 1: Mark was held sole responsible of the sales department
Cognition 2: He was an executive team member for making sales policies.
These two cognitions created a dissonance. Therefore to reduce the dissonance between the two cognitions, he explicitly showed the unwillingness to work with the new team. His actions of trying to assert himself and not leaving the office for the field, indicate that he found it boring and less interesting as it didn’t justify Gray’s actions of giving him responsibilities.
The two cognitions when Mark was placed in the role of the vice-president of special projects are:
Cognition 1: He had to discuss upon his special project trips and his recommendations with Gray at regular luncheon meetings.
Cognition 2: He was sent to foreign trips as a special representative of the president and was not involved in any administrative decision making.
This created a dissonance between the two aspects. He brought down the dissonance by reassuring himself that the luncheon meetings with the president made him feel as important as the president apparently did this with no other team members. 4) The results of the personality test are often dependent not only solely on the person’s behavior but also on the situation they are going through. Mark would have scored well in the Big 5 trait personality test because, before the new president was announced by the board, his situation was different as compared to the situation he was facing after the result of the presidency. Before the presidency decision was made, he exhibited positive traits as he was confident of becoming the president. Since he