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Related Experiment Videos

Cognitive dissonance theory and motivation for change: a case study.

Marcia Gruber1

  • 1Roswell Park Cancer Institute, Elm & Carlton Streets, Buffalo, NY 14263, USA. Marcia.gruber@roswellpark.org

Gastroenterology Nursing : the Official Journal of the Society of Gastroenterology Nurses and Associates
|December 17, 2003
PubMed
Summary

Cognitive dissonance theory explains how individuals resolve internal inconsistencies to restore balance. This psychological principle can motivate lasting employee attitude and behavior change, as demonstrated in a nursing unit.

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Area of Science:

  • Psychology
  • Organizational Behavior

Background:

  • Managers aim for effective employee change.
  • Lasting change may require shifts in attitudes, beliefs, or values.
  • Cognitive dissonance is a potential motivator for change.

Observation:

  • Individuals prefer consistency in thoughts, beliefs, emotions, values, attitudes, and actions.
  • Inconsistency between these elements creates a feeling of imbalance or dissonance.
  • This dissonance motivates individuals to alter attitudes or behaviors to achieve consistency.

Findings:

  • Cognitive dissonance theory provides a framework for understanding motivation.
  • The theory was applied to induce effective and lasting change within a nursing work unit.
  • This demonstrates a practical application of psychological principles in management.

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Implications:

  • Understanding cognitive dissonance can help managers foster significant and enduring workplace transformations.
  • The findings suggest that leveraging psychological discomfort can be a powerful tool for organizational development.
  • This approach offers a pathway to more profound and sustainable employee engagement and behavioral shifts.