1. Attitude as the Bridge Between Thought and Behaviour
Attitude is a learned and relatively stable evaluation (favourable or unfavourable) of a person, group, event, value or policy. It has cognitive (beliefs), affective (feelings) and behavioural (action tendency) components.
Because it stands between our inner world (ideas, values, reasoning) and outer actions, attitude functions as a bridge: our thoughts influence our attitudes, and attitudes guide our behaviour; in turn, behaviour and its consequences reshape both attitude and thought.
flowchart LR classDef g fill:#E8F8F5,stroke:#148F77,color:#117864; classDef o fill:#FEF5E7,stroke:#E67E22,color:#6E2C00; A["Thoughts & Beliefs"]:::g --> B["Attitude
(Evaluation)"]:::o B --> C["Behaviour & Actions"]:::g C --> D["Outcomes & Experience"]:::o D --> A
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2. How Attitude Influences Thought (Cognition)
Attitudes act like mental filters that shape how we notice, interpret, remember and judge information.
A. Selective Attention and Perception
- We attend more to information that fits our existing attitudes.
- Example: Someone with a negative attitude to public schemes notices only leakages and failures, ignoring successes.
- Result: biased perception even before careful reasoning begins.
B. Interpretation and Meaning-Making
- Events are interpreted through attitude-based frames.
- Pro-participation attitude → protests seen as democratic feedback.
- Anti-participation attitude → protests seen as nuisance or “anti-national”.
C. Memory and Recall
- We recall attitude-consistent information more easily (confirmation bias).
- Incidents supporting existing attitudes feel more numerous and vivid.
- This strengthens the belief that “I am right” and reinforces the same attitude.
D. Stereotyping and Mental Shortcuts
- Attitudes about groups often become stereotypes (“all politicians are corrupt”, “all NGOs are dubious”).
- Under time pressure, these shortcuts replace careful evaluation.
- Leads to unfair, biased and even discriminatory decisions.
E. Moral Judgement and Ethical Reasoning
- Attitudes towards values (justice, equality, honesty) act as a “moral lens”.
- Strong fairness attitude → quickly detects procedural injustice.
- Cynical attitude → rationalises unethical “adjustments” as practical necessity.
flowchart TB classDef g fill:#E8F8F5,stroke:#148F77,color:#117864; classDef o fill:#FEF5E7,stroke:#E67E22,color:#6E2C00; A["Attitude
(Evaluation)"]:::g --> B["Selective Attention"]:::o A --> C["Biased Interpretation"]:::o A --> D["Biased Memory & Recall"]:::o A --> E["Stereotypes & Heuristics"]:::o A --> F["Moral Judgement Lens"]:::o
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3. How Thought Influences Attitude
The relationship is not one-way. Our patterns of thinking, reasoning and explanation also reshape attitudes over time.
A. New Information and Belief Change
- Exposure to reliable data, research and lived examples can update beliefs.
- Example: Learning how transparency tools reduced leakage can generate a more positive attitude to RTI or open data.
B. Attributions and Explanations
- How we explain causes of events (attribution) reshapes attitude.
- “Poor are lazy” → blaming attitude; “poor face structural barriers” → empathetic, reform-oriented attitude.
C. Deliberation and Critical Reflection
- Conscious reflection on values, constitutional principles and human dignity can challenge inherited prejudices.
- Structured discussions, case analysis and perspective-taking exercises can shift attitudes towards more ethical positions.
D. Cognitive Dissonance
- When thoughts and behaviour clash, psychological discomfort (dissonance) arises.
- Example: Believing “corruption is wrong” but taking a bribe creates dissonance.
- To reduce it, people may either change behaviour (stop corruption) or change attitude (“everyone does it”, “system forces me”).
- Repeated justifications slowly reshape the underlying attitude.
flowchart LR classDef g fill:#E8F8F5,stroke:#148F77,color:#117864; classDef o fill:#FEF5E7,stroke:#E67E22,color:#6E2C00; A["New Information"]:::g --> B["Changed Beliefs"]:::o B --> C["Revised Attitude"]:::g D["Reflection & Dialogue"]:::g --> E["Question Old Assumptions"]:::o E --> C
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4. Attitude–Behaviour Relationship
Attitude does not automatically translate into behaviour; the link depends on strength, specificity, social norms and perceived control.
A. When Attitudes Predict Behaviour Well
- Strong attitudes based on personal experience or moral conviction.
- High accessibility – attitude comes to mind quickly in relevant situations.
- Specific attitude–specific behaviour match (e.g., “I will refuse bribes” vs vague “I dislike corruption”).
- Supportive social norms and organisational culture.
- Perceived behavioural control – belief that one can actually act on the attitude.
B. When Attitudes Fail to Predict Behaviour
- Strong situational pressures (political interference, threat, fear of transfer).
- Role conflict between personal values and role expectations.
- High perceived cost of acting ethically (career risk, social isolation).
- Automatic habits and routines overriding conscious attitudes.
- Pluralistic ignorance: everyone privately disapproves, but assumes others accept the practice.
| Condition | Effect on Attitude → Behaviour Link | Illustration |
|---|---|---|
| Strong, accessible attitude | High consistency between attitude and action | Firm commitment to honesty → refuses bribes even in private |
| Weak or vague attitude | Behaviour gets shaped more by situation than by attitude | General dislike of corruption but “adjusts” under pressure |
| Supportive norms & culture | Attitudes reinforced and expressed openly | Office where fairness is rewarded → staff behave more fairly |
| High external pressure & risk | Attitudes suppressed, behaviour becomes defensive | Officer believes in rule of law but fears punitive transfers |
flowchart TB classDef g fill:#E8F8F5,stroke:#148F77,color:#117864; classDef o fill:#FEF5E7,stroke:#E67E22,color:#6E2C00; A["Attitude"]:::g --> B["Strong & Accessible?"]:::o B --> C["Yes"]:::g B --> D["No"]:::g C --> E["Supportive Norms & Control"]:::o E --> F["Ethical Behaviour More Likely"]:::g D --> G["Situation Dominates
Behaviour"]:::o
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5. How Behaviour Shapes Attitude and Thought
The influence also works in reverse: what we repeatedly do changes what we feel and believe.
A. Self-Perception
- We infer our attitudes from our own behaviour (“I keep volunteering → I must value service”).
- Continuous practice of fairness, empathy and honesty can internalise these as core attitudes.
B. Dissonance Reduction Through Behaviour Change
- Acting in line with values reduces dissonance and stabilises ethical attitudes.
- Regularly refusing undue favours strengthens the self-view “I am a person of integrity”.
C. Role and Identity Formation
- Taking on roles (teacher, officer, judge, doctor) gradually shapes identity.
- Identity (“I am a public servant”) then demands attitudes matching responsibility, impartiality and service.
flowchart LR classDef g fill:#E8F8F5,stroke:#148F77,color:#117864; classDef o fill:#FEF5E7,stroke:#E67E22,color:#6E2C00; A["Repeated Behaviour"]:::g --> B["Self-Perception"]:::o B --> C["'This is the kind of person I am'"]:::g C --> D["Stable Attitude & Identity"]:::o
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6. Integrated Thought–Attitude–Behaviour Loop
Overall, thought, attitude and behaviour form a continuous feedback cycle:
- Values and beliefs give rise to attitudes.
- Attitudes guide perception, judgement and action.
- Actions create outcomes and experiences.
- These experiences reshape beliefs and attitudes over time.
flowchart TB classDef g fill:#E8F8F5,stroke:#148F77,color:#117864; classDef o fill:#FEF5E7,stroke:#E67E22,color:#6E2C00; A["Values & Beliefs (Thought)"]:::g --> B["Attitude
(Evaluation)"]:::o B --> C["Perception & Judgement"]:::g C --> D["Behaviour & Decisions"]:::o D --> E["Outcomes & Feedback"]:::g E --> A
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7. SMART SUMMARY – Quick Revision Points
| Link | Core Idea | Exam-Use Hint |
|---|---|---|
| Attitude → Thought | Acts as filter for attention, perception, memory and moral judgement | Explain bias, stereotyping, distorted view of citizens or policies |
| Thought → Attitude | New information, reflection and attributions can change attitudes | Use in answers on training, awareness campaigns, value education |
| Attitude → Behaviour | Strong, specific, accessible attitudes under supportive norms guide action | Discuss why some officials stand firm while others give in to pressure |
| Behaviour → Attitude | Repeated behaviour and roles reshape self-image and attitudes | Use in answers about habit formation, role modelling, ethical culture |
| Full Loop | Thought–Attitude–Behaviour–Feedback cycle explains moral growth or decline | Conclude answers with need to reform entire loop, not just rules |
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8. Practice Question (For Self-Study)
Q. “Discuss the relationship between attitude, thought and behaviour. Why do some individuals fail to act ethically even when they hold correct moral attitudes?”
- Define attitude briefly; show it as link between cognition and action.
- Explain how attitudes influence perception and judgement.
- Bring in conditions that strengthen or weaken the attitude–behaviour link.
- Use examples from public life to show situational pressures and role conflict.
- Conclude with need for value-based training and supportive institutions.
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