Theories of Change in Agile Psychology

Theory of Change is essentially a detailed illustration and exemplification of how and why a desired change is expected to occur in a certain setting. It is particularly concerned with mapping out or what has been termed as the missing gap between what an intervention or change effort performs and how they contribute to the achievement of desired outcomes. It accomplishes this by first defining the intended long-term objectives and then working backwards from these to determine all of the circumstances (outcomes) that must exist (and how they are causally connected to one another) for the objectives to occur. All of this is stated out in an Outcomes Framework. The Outcomes Framework then serves as the foundation for determining what form of activity or intervention will result in the outcomes listed as prerequisites for reaching the long-term objective. The precise relation between activities and the attainment of long-term goals is better understood using this technique. This results in improved planning since actions are related to a full grasp of how change occurs. It also leads to improved assessment since it allows for the measurement of progress toward the attainment of longer-term goals that extend beyond the identification of program outcomes. For modern managers, working with agile development necessitates the adoption of a new philosophy or psychology. While method is vital to guarantee that the team produces high-quality interventions that fulfills clients' needs, it's also crucial to remember that the Agile Method emphasizes flexibility, collaboration, and transparency among team members as well as between the team and management. It creates a management climate in which managers exert less control and more facilitation. The manager's responsibility shifts to one of removing bottlenecks, fostering openness and communication, and monitoring the change-driven environment to ensure that the results satisfy goals and criteria but not exerting too much control on the flow of the process of agile development. Change is no longer incorrect; rather, the inability to change is incorrect. Thus, the emphasis of this paper is to raise awareness of the importance of approaching agile psychology with theories of change methodologies

The Relationship Between Social Media Context Awareness and Active Coping During COVID-19: the Mediation Effect of Positive Reframing

Awareness of the context of social media is identified as an emerging technical capacity relating to the awareness of the social digital community in which a particular experience takes place, realizing the impact on the observer of the perceived social media context, rationalizing the process of social media information undergoing and owning trust for acting on social media. This investigation is an explorative research, analyzing data form 403 Romanian respondents in an online survey, regarding the psychological effect of the imposed social isolation, over respondent's coping mechanisms. We used the Brief-COPE to determine efficient and inadequate ways to deal with adverse situations and the 4 items SMCA social media context awareness scale. The hypothesis is that the association between social media context awareness (SMCA) and active coping (AC) is mediated by positive reframing (PR), as a potential enhancer of active coping under prolonged social isolation periods over the general population. The standardized indirect effect found was (.11) × (.37) =.04, supporting the mediation hypothesis, suggesting that rather than a direct causal relationship be-tween the SMCA and the AC, our mediation model proposes that SMCA influences the PF mediator variable, which in turn influences the dependent variable AC. Social media context awareness along with positive reframing as a mediator, in a stressful situation, are enhancers of an active coping mechanism

Theory of Change and Agile Community Digital Psychological Interventions

In today's world, where new technologies are rapidly evolving, it is critical to understand the advancement of individual well-being when engaging with the digital world. Via the benefits of the internet's vast scope, remote access, anonymity, and variety of formats, digital psychological therapies for mental wellbeing may help to improve access to mental health care. When technology is used to provide a therapeutic intervention, such as the internet, laptops, cell phones or tablets, and instant messaging systems, it is called digital intervention. For therapeutic approaches, evidence-based practice is critical, but there is disagreement on how to better promote real behavioral change. Digital Psychological Interventions framework for building and curating an information base for behavior improvement that can be used in the real world target the following services: (1) an intervention's smallest, most meaningful, self-contained, and reproable behavior change modules; (2) computational designs that determine how modules, entities, and context interact; and (3) customization algorithms, which are judgment rules for strategy adjustment. Theory of Change (ToC) is gaining popularity in the wider debate on how to improve the execution of improvement programs and how to benefit from implementation especially in the mental health field. We describe the ToC as a management technique, an approach based on outcomes that extends critical thinking to the planning, execution, and assessment of policies and programs designed to support progress. Theory of Change (ToC) is a form of technique for strategy, engagement, and assessment that is used to facilitate social change in the organization, volunteerism, not-for-profit, and governmental agencies. Theory of Change identifies long-term priorities before mapping backward to determine required preconditions. A Theory of Change is a high-level, or macro, If-Then argument that states: If something is achieved, then these are the expected outcomes. The outcomes pathway is a series of required conditions applicable to a specific area of operation that are diagrammatically positioned in logical relationship to one another and associated with arrows that imply causality. All change initiatives are based on certain assumptions, but developing a theory of change will help make those assumptions clear to ensure that they are as well-founded as possible in previous study and experience

Schadenfreude and Life Satisfaction: Effect of Anger and Aggressiveness

Many individuals become aggressive in reaction to an actual or potential danger, or it can be a learned behaviour that assists them in meeting their needs. Anger is a natural emotion that everyone feels at different moments. It is, in effect, a normal reaction to a challenge, assisting us in preparing for defence or standing up for ourselves It usually occurs as a response to thoughts or feelings such as pain, irritation, worry, envy, discomfort, rejection, or shame. The purpose of this investigation is to examine effects of trait anger (AN) and aggressiveness (AG) on life satisfaction (LS) of general adult population, as well as to determine whether trait anger (AN) moderates the mediating effect of aggressiveness (AG) in the schadenfreude (SCH) – life satisfaction (LS) relationship. 390 individuals responded to an online investigation, selected via convenience sampling. Trait anger was found to moderate the effect of schadenfreude and life satisfaction. Increased levels of aggressiveness were linked to low levels of life satisfaction. Conditional effects found a stronger association between schadenfreude and aggressiveness for those low in trait anger relative to those high in trait anger. Participants with low scores in trait anger and high scores in schadenfreude had higher levels of aggressiveness than individuals with lows cores in trait anger. Conclusions and implications are discussed