Handbook of Motivation Science by Unknown

Author:Unknown
Language: eng
Format: mobi
Published: 2009-06-26T12:28:00+00:00

Chapter 20

Feedback Processes in the Simultaneous

Regulation of Action and Affect

Charles S. Carver

Michael F. Scheier

This chapter outlines the fundamentals of a viewpoint in which behavior reflects processes of feedback control. The particular version of this viewpoint that we describe here incorporates the idea that two layers of control manage two different aspects of behavior. We argue that these layers function together to permit people to handle multiple tasks across time. More specifically, they help transform simultaneous motives bearing on many different goals into a stream of actions that shifts repeatedly from one goal to another. This is not really a theory of motivation per se, but a viewpoint on some of the processes by which motives become manifest in action and affect.

The view described here has for a long time been identified with the term selfregulation (Carver & Scheier, 1981, 1990, 1998, 1999a, 1999b). This term means different things to different people, however. When we use it, we intend to convey the sense that the processes are purposive, that self

corrective adjustments are taking place as needed to stay on track for the purpose being served, and that the corrective adjustments originate within the person. These points converge in the view that behavior is a continuing process of moving toward (or sometimes away from) goal values, and that this movement embodies characteristics of feedback control. Although a number of people have recently ascribed to this term the additional quality of self-control-of overriding or restraining an impulse-we generally do not assume that quality here.

We want to make it clear at the outset that we are not arguing that the processes described in this chapter are the only processes involved in motivated action. Authors of other chapters in this volume examine aspects of motivation that differ substantially from the ideas we outline. We believe, however, that these principles are complementary to many of those other views.

BEHAVIOR AS GOAL-DIRECTED AND FEEDBACK-CONTROLLED

An easy point of entry into the logic of control processes is the goal concept, which is central to several chapters in this volume. People have many goals at varying levels of abstraction and importance. Most goals can be reached in diverse ways, leading to the potential for vast complexity. And the fact that goals energize and guide activities qualifies the goal as a motivational construct.

Feedback Processes

We have been interested for some time in the idea that moving toward a goal's attainment reflects the principle of feedback control. A feedback loop embodies four subfunctions (MacKay, 1966; Miller, Galanter, & Pribram, 1960; Powers, 1973; Wiener, 1948): an input, a reference value, a comparison, and an output (Figure 20.1). It is reasonable to think of the input as perception; it brings information into the system about present circumstances. A reference value can be thought of as equivalent to a goal. The input is compared to this reference value. A discrepancy detected in this comparison is often called an error signal. We will treat the output here as equivalent to behavior, but sometimes the behavior is internal. If the comparison detects no discrepancy, the output remains as it was.

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