Session on External Locus of Control delivered to the EBs Track at JNC2014.

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external
Locus of control
Exploration of possibilities

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Any behavior that is learned
can be changed.
Locus of Control is a socially
learned behavior.
Changing the locus of control

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The conditions for change include:
(a) a desire to change,
(b) clarity about the direction of
desired change,
(c) a clear idea of the present
condition, and
(d) knowledge of the process or
mechanisms of change.
Changing the locus of control

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People can be supported in their
change process by (1) pointing out
the implications of external and
internal orientations; by (2)
facilitating self-awareness,
feedback, and assessment; and by
(3) providing mechanisms for
change.
Changing the locus of control

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1. POINTING OUT THE
IMPLICATIONS
SUPPORTING THE CHANGE

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FINDINGS OF RESEARCH ON
Locus of
control

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Externally oriented individuals are more
apt to express unrealistic occupational
aspirations.
Externals are less able to cope with the
demands of reality.
Locus of control affects
behavior on the job.
Externals are slower to adopt
innovations and new practices.
FINDINGS FROM RESEARCH

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When appointed as leaders, externals
rely more on the usage of coercive
power and threats, indicating their
perceived expectancy of successful
influence.
FINDINGS FROM RESEARCH

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Externals tend to pick partners of
inferior ability and are less confident of
the outcomes when relinquishing their
personal control, as their fate is
perceived as largely influenced by
powerful others.
FINDINGS FROM RESEARCH

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Most of the research indicates that
people are handicapped by an
external orientation, by failing to
exercise control over their
environments. Such people do not
experience the psychological success
that enables them to feel satisfied or
truly successful in their work.
FINDINGS FROM RESEARCH

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• Because externals do not perceive
outcomes as being the result of their
actions, they assume less
responsibility for the consequences
of their actions.
• The extremely externalized person
may blame outside factors as a
defense against admitting personal
inadequacies and may be passive in
environmental difficulties.
CHARACTERISTICS OF externals

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What are your
impressions on these
findings?
OPEN CONVERSATION

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self-awareness
2. Facilitating
SUPPORTING THE CHANGE

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inventory
Locus of
control

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I (Internal)
A person with an
internal orientation
believes that his or her
future is controlled by
him/herself and from
within.
EO (External-Others)
A person with an
external-others
orientation believes that
his or her future is
controlled by powerful
others.
EC (External-Chance)
A person with an external-
chance orientation
believes that his or her
future is controlled
primarily by luck or
chance.

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How is this second test
helping me figure out
where I stand and what
to do next?
OPEN CONVERSATION

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change
3. Mechanisms for
SUPPORTING THE CHANGE

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6 mantras to Develop your
internalENTREPRENEURIAL outlook

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Maintain a sense of optimism and trust
in your abilities to get the job done.
1. I have what it takes

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Tune in into your creative side.
Innovations often are developed in
solving difficult challenges
2. I can innovate

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Learn how to maintain a sense of self-
discipline, modeling ways to work
effectively and efficiently.
3. I can Lead the way

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Listen to reason.
Hear what your detractors are saying.
Innovate/plan/implement.
4. I am stay prepared

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Sharpen your communication skills.
Whether through e-mail, face-to-face, or through
presentations, be clear, honest, and understandable.
5. I Pay attention

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They keep your eyes on the progress
towards the prize ahead.
Stay passionate by keeping in mind the why.
6. I get the results I want

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How can I effectively
use these mantras to
increase my internal
orientation?
OPEN CONVERSATION

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Whatever your orientation is – if
you have been not conscious of
your approach, – it has been not of
your making.
You are not to be blamed!
Once again...
And most importantly,
you can change!