Social Psychology

Module 4

Situational attributes

external; blaming the a person’s circumstance (situation); ex. a person crashes, they were trying to avoid something

Dispositional attributes

internal; blaming a person’s own personality; ex. a person crashes, must be a bad driver

fundamental attribution error

When we see other people making mistakes we tend to blame their own personality, but when we make a mistake we tend to blame the situation we were in

Prejudice

3 part mixture of negative emotions, sterotypes and discrimination

Implict

the “unconcious prejudice” or how there isn’t content,

Explicit

fully set, full understanding of situation and pushes descrimination

subtle prejudice

could be a saying, stereotype with negative connotation

Scapegoat theory

When something goes wrong we want to put our frustration onto something so we blame something/someone for what happened

Attribution Theory

“bad things happen to bad people”, blaming the victim on what happened

Locus of Control

The things that effect our lives (internal and external)

Internal Locus of control

things in your control; belief that everything happens because of your own doing, you control what happens

External Locus of Control

Things out of your control; everything that happens to you is out of chance/not in your control

Cognitive Dissonance

When actions and belifs don’t line up so we justify our own behaviors

attitude

belief and feelings

Central Route Persuasion

talking about the big main details of something

Peripheral Route

Using someone famous in an advertisement to lure more people to purchase

foot in the door

asking for smaller request and slowly over time asking for bigger requests

Door in the face

starting with a big request knowing that you’re going to get rejected then following up with a smaller (goal) request

Norms of reciprocity

doing a favor for someone else and then they return that favor

Low Ball Technique

luring someone in with a small request/easy deal but once they accept you add in more conditions/favors

scarcity technique

using the idea of it being “rare” so people are more inclined to buy

Liking Technique

having a relationship with the person who is selling

consensus/bandwagon

other people are purchasing so you should too; FOMO

card stacking

giving all the positive first and at the end you quickly give out all the negatives

Testimonials

using other people’s opinions on your product, usually in the form of positive reviews to gain more attraction

Mere-exposure effect

the repeating of information to have it stay in your brain

Leon Festinger

psychologist who founded cognitive dissonance theory

Philip Zimbardo

researching of how environment and behavior interact

role

a set of responsibilities that you have

norms

implicit or explicit rules that apply to all members of the group that govern acceptable behavior and attitudes. Norms allow for smooth social interactions. Violating these norms can be grounds for exclusion from the group.

Stanley Miligram

psychologist who put on a study where volunteers shocked victims and it was controversial. research showed obedience

social facilitation

improved performance when in front of others

social loafing

decrease in performance when in a group

social inhibition

the want to avoid social interaction either subconscious or conscious

deindividuation

the lose of self awareness and restraint when in a situation where you’re anonymous

group polarization

a persons ideology grows stronger when they’re in a group with other like-minded individualsgr

groupthink

the idea that a groups overall decision overrides a realistic appraisal of alternatives; suppressing your own views/ideas to appeal to the group

culture

behaviors, ideas and values shared by a group that gets passed down from generation

altruism

when someone focuses on something over themselves

bystander effect

the presence of others reduces you to help someone in need

diffusion of responsibility/social exchange theory

When individuals are in a group, they may feel less personally accountable for their decisions, leading them to take more risks.

conflict

a perceived incompatibility of actions, goals or ideas

social trap

a situation in which two parties, by each pursing their self-interest rather than the good of the group, become caught in mutually destructive behavior

mirror-image perception

mutual views often held by conflicting parties, as when each side sees itself as ethical and peaceful and views the other side as evil and aggressive