5-1 Project Two

Advocacy in Workplace Psychology

Katherine Alexandre

SNHU

July 18, 2024

Advocacy in Workplace Psychology

Describe how you would apply a specific theory of social psychology social psychology social psychology to advance your advocacy agenda.

In order to achieve my advocacy agenda, I would use the Theory of Planned Behavior (TPB). It suggests that a person's behaviour depends on the intentions that are determined by their attitude, perceived norms, and perceived control. With TPB, I can develop advocacy campaigns on changing the perceptions of the workplace in regard to diversity, developing culturally appropriate norms on diversity within organizations, and making the employees believe that they can contribute to the improvement of the organizational culture (Moretto, 2021). In particular, I would begin with awareness campaigns regarding diversity and inclusion to establish a positive perception of the matter. I would also involve other people in the organization to champion diversity and make other employees feel the pressure to embrace diversity. Last but not least, I would increase their perceived behavioural control through training and the provision of awareness materials. Such a multipronged approach will, therefore, be anchored on TPB and greatly help in facilitating the required behaviour change in the workplace.

Describe how you would apply a specific theory of cognitive psychology to advance your advocacy agenda.

To advance my advocacy agenda, I would use the Cognitive Dissonance Theory. According to this theory, people feel uncomfortable whenever there is an inconsistency between attitude and behaviour. I would develop educational campaigns that could raise the issue of disparity between what the workers consider fair and equal treatment and the real situation in the organization. In this way, making this dissonance obvious, I can help employees alter their behaviours in line with their values. It fosters a less biased work climate as employees strive to minimize feelings of discomfort by endorsing practices that foster diversity and inclusion.

Describe a psychological concept that could be used to heighten awareness of the need for social change.

To heighten awareness of the need for social change, I would use the Bystander Effect. This concept explains that people are less likely to intervene in problematic situations when others are present due to a diffusion of responsibility. I would educate employees about this phenomenon and its impact on workplace dynamics. By promoting active bystander intervention training, I can empower employees to take responsibility and act when they witness inappropriate behaviour (Kuntz & Searle, 2023). This awareness and training can foster a culture where individuals feel accountable and motivated to contribute to a more supportive and inclusive environment.

Describe how assessment tools assessment tools assessment tools can be used to measure social change.

Use of assessment tools can play a crucial role in examining social change by quantifying and qualifying the phenomenon in the workplace. To assess the advocacy initiatives' impact, I would compare employee attitudes, behaviours, and perceptions through surveys, interviews, and focus groups before and after intervention efforts. For example, employee climate surveys can monitor changes in attitudes toward diversity and inclusion, whereas focus groups can provide more nuanced information about individual experiences. These tools help me observe how far progress has been made, which areas require adjustments, and the extent to which interventions have been successful in facilitating social change.

Describe the critical first steps in developing an intervention for effecting social change in the workplace.

The initial essential processes in creating an intervention to bring about social change in organizations include carrying out a needs analysis to define the problems and concerns (Stephan et al., 2016). This involves the collection of data from questionnaires, interviews, and focus groups with the employees. Second, it is crucial to identify specific, measurable goals for the intervention. Getting support from leaders helps in gaining commitment and resources for the implementation of the change. Stakeholders should be involved in planning because this way, they feel that they are part of the whole intervention process. These steps are the essential building blocks for a viable social change endeavour.

References

Kuntz, J. C., & Searle, F. (2023). Does bystander intervention training work? When employee intentions and organizational barriers collide. Journal of interpersonal violence, 38(3-4), 2934-2956.

Moretto, C. F. (2021). “Why would I go?”: Application of the Theory of Planned Behavior in motivation to learn from Diversity Training (Master's thesis, ISCTE-Instituto Universitario de Lisboa (Portugal)).

Stephan, U., Patterson, M., Kelly, C., & Mair, J. (2016). Organizations driving positive social change: A review and an integrative framework of change processes. Journal of management, 42(5), 1250-1281.