Even the most avid runners experience a day here or there when they just don’t feel like running. We’ve all struggled with running motivation at one point or another. Taking a day off from running can be harmless, but it depends on why. If your reason for not running is hunger, tiredness, physical strain or an overwhelming desire to be a couch potato, no harm done.
If, however, you find your enthusiasm waning and you don’t know why, you may want to resist the urge to take a day off. Even though a lot of us view running as a hobby we love, it’s still a healthy discipline that takes determination and effort when the motivational blues come around. To help you fight the urge to slack on your running routine, follow these motivational tips.
Some of these pointers are inspired by my personal experience as a clinician working with clients in treatment for substance abuse (for whom finding the motivation to stick with newfound sobriety is critical) and are proven to motivate those who need it most:
Set Goals for Yourself and Track Your Progress.
Knowing why you’re running in the first place can help you set short and long-term goals for yourself, and determine a training program that aligns with these goals. If you’re running to lose weight, for example, it may help to invest in a training watch or smartphone app that helps you keep track of the number of calories you’re burning on your runs. Just the prospect of seeing the number of calories you’re burning with every 10 strides can be motivation enough….Continue reading…
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Source: How to Find Motivation When You Don’t Feel Like Running
Critics:
Behaviorists have tried to explain motivation solely in terms of the relation between the situation and external, observable behavior. But the same entity often behaves differently despite being in the same situation as before. This suggests that the explanation needs to make reference to the internal states of the entity that mediate the link between stimulus and response. Among these internal states, psychologists and philosophers are most interested in mental states.
The paradigmatic mental state providing motivation is desire. But it has been argued that various other states, such as beliefs about what one ought to do or intentions, can also provide motivation. The absence of motivation might result in mental diseases like depression. An important distinction is between states that provide motivation whenever they are present, sometimes referred to as “essentially motivation-constituting attitudes”, while other states provide motivation contingent on certain circumstances or other states.
It has been argued that a desire to perform an action, a so-called action desire, always provides motivation. This is even the case if the agent decides against performing the action because there are other more pressing issues. An instrumental belief about how to reach a certain goal, on the other hand, provides motivation contingent on the agent currently having this goal. We can desire many things besides actions, like that our favorite soccer team wins their next match or that world peace is established.
Whether these desires provide motivation depends, among other things, on whether the agent has the ability to contribute to their realization. While some theorists accept the idea that desire is essential to motivation, others have argued that we can act even without desires. The motivation may instead be based, for example, on rational deliberation. On this view, attending a painful root canal treatment is in most cases motivated by deliberation and not by a desire to do so. So desire may not be essential to motivation.
Opponents of this thesis may argue that attending the root canal treatment is desired in some sense, even if there is also a very vivid desire present against doing so. Another important distinction is between occurrent and standing desires. Occurrent desires are either conscious or otherwise causally active, in contrast to standing desires, which exist somewhere in the back of one’s mind. If Dhanvi is busy convincing her friend to go hiking this weekend, for example, then her desire to go hiking is occurrent.
But many of her other desires, like to sell her old car or to talk with her boss about a promotion, are merely standing during this conversation. Only occurrent desires can act as sources of motivation. But not all occurrent desires are conscious. This leaves open the possibility of unconscious motivation. Some psychological theories claim that motivation exists purely within the individual, but socio-cultural theories express motivation as an outcome of participation in actions and activities within the cultural context of social groups.
Some theorists, often from a Humean tradition, deny that states other than desires can motivate us. When such a view is combined with the idea that desires come in degrees, it can naturally lead to the thesis that we always follow our strongest desire.This theory can be modified in the way that we always follow the course of action with the highest net force of motivation. This accounts for cases where several weaker desires all recommend the same course of action and together trump the strongest desire.
Various types of objections have been raised against this thesis. Some base their arguments on the assumption that we have free will, meaning that it is up to the agent what we do. From this position, it is natural to reject a point of view that lets behavior be determined by desires and not by the agent. Others point to counterexamples, like when the agent acts out of a sense of duty even though he has a much stronger desire to do something else.
One line of argumentation holds that there is an important difference between motivation based on a desire and an intention to act: an intention involves some kind of commitment to or identification with the intended course of action. This happens on the side of the agent and is not present in regular desires. This approach can be combined with the view that desires somehow contribute to the formation of intentions based on their strength.
It has been argued that this distinction is important for the difference between human agency and animal behavior. In this view, animals automatically follow their strongest desire while human agents act according to their intention which may or may not coincide with their strongest desire. Motivating operations, MOs, relate to the field of motivation in that they help improve understanding aspects of behavior that are not covered by operant conditioning.
In operant conditioning, the function of the reinforcer is to influence future behavior. The presence of a stimulus believed to function as a reinforcer does not according to this terminology explain the current behavior of an organism – only previous instances of reinforcement of that behavior (in the same or similar situations) do. Through the behavior-altering effect of MOs, it is possible to affect the current behavior of an individual, giving another piece of the puzzle of motivation.
Motivating operations are factors that affect learned behavior in a certain context. MOs have two effects: a value-altering effect, which increases or decreases the efficiency of a reinforcer, and a behavior-altering effect, which modifies learned behavior that has previously been punished or reinforced by a particular stimulus. When a motivating operation causes an increase in the effectiveness of a reinforcer or amplifies a learned behaviour in some way (such as increasing frequency, intensity, duration, or speed of the behavior), it functions as an establishing operation, EO.
A common example of this would be food deprivation, which functions as an EO in relation to food: the food-deprived organism will perform behaviors previously related to the acquisition of food more intensely, frequently, longer, or faster in the presence of food, and those behaviours would be especially strongly reinforced. For instance, a fast-food worker earning a minimal wage, forced to work more than one job to make ends meet, would be highly motivated by a pay raise, because of the current deprivation of money (a conditioned establishing operation).
The worker would work hard to try to achieve the raise, and getting the raise would function as an especially strong reinforcer of work behavior. Conversely, a motivating operation that causes a decrease in the effectiveness of a reinforcer, or diminishes a learned behavior related to the reinforcer, functions as an abolishing operation, AO. Again using the example of food, satiation of food prior to the presentation of a food stimulus would produce a decrease on food-related behaviors, and diminish or completely abolish the reinforcing effect of acquiring and ingesting the food.
Consider the board of a large investment bank, concerned with a too-small profit margin, deciding to give the CEO a new incentive package in order to motivate him to increase firm profits. If the CEO already has a lot of money, the incentive package might not be a very good way to motivate him, because he would be satiated on the money. Getting even more money would not be a strong reinforcer for profit-increasing behavior, and would not elicit increased intensity, frequency, or duration of profit-increasing behavior….
Related contents:
- “Motivation and Agency: Precis”.
- Motivation in Agents”.
- “Motivation: Essentially Motivation-Constituting Attitudes”.
- Motivation-Encompassing Attitudes”.
- Expressivism and Dispositional Desires: 2. a distinction in mind”.
- Gale Encyclopedia of Psychology.
- Intention and Motivational Strength”.
- Can We Act Against Our Strongest Desire?”.
- A literature review of selected theories dealing with job satisfaction and motivation. Motivation Theories of Maslow, Herzberg, McGregor & McClelland
- “Maslow’s Hierarchy of Needs as a Framework for Understanding Adolescent Depressive Symptoms Over Time”.
- “The Content Theories of Motivation”.
- “Testing an Integrated Model of Interest Theory and Self-Determination Theory in University Physical Activity Classes”.
- “Drive Theories”,
- Incentive theory”.
- Association of Intrinsic Motivating Factors and Markers of Physician Well-Being: A National Physician Survey”.
- Effects of externally mediated rewards on intrinsic motivation”.
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