our relatively enduring evaluation of something, where the something is called the attitude object
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what three things is the attitude made up of
affect, behavior, and cognition
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affect
emotional content; how do we feel about thsi thing
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Behavior
do you regularly engage in that behavior you have an attitude about
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Cognition
what do we think about, how often do you think about it, and how are you thinking about it
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Attitude strength
the importance of an attitude
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systematic desensitization
extinguishing a behavior
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The principle of attitude consistency
Affect, Behavior, and cognition: If they are all the same (positive or strong emotion) you have a stronger attitude about the attitudinal object
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Self monitoring
Individual differences in the tendency to attend to social cues and to adjust ones behavior to one's social environment
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High self-monitors
Tend to attempt to blend into the social situation in order to be liked
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Low self-monitors
Less like to try and blend in with a group
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Effective communicators are often...
attractive, similar, trustworthy, likeable, experts, speak quickly, and/or go against self-interest.
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attractive persuaders
these persuaders create a positive association with item of persuasion and boosts our moods = more likely to be persuaded
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similar persuaders
persuasion is more likely if people with similar opinions and values persuade us
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trust worthy persuaders
persuasion is more likely if you trust the person
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likeable persuaders
often people who are perceived as likeable and attractive to us
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expert persuaders
people perceived to be trustworthy because they know a lot about the product their selling
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persuaders that speak quickly
communicators who present their messages well by speaking confidently, quickly, and in a straight-forward way are perceived as experts more than those who hesitate or speak slowly
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persuaders that go against self-interests
they appear LESS trustworthy "if their statements seem to be influenced by external causes"
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the sleeper affect
attitude change that occurs over time when we remember the content but not the source
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spontaneous message processing
we focus on whatever is the most obvious or enjoyable, without much attention to the message itself
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thoughtful message processing
when we think about how the message relates to our own beliefs and goals and involves our careful consideration of whether the persuasion attempt is valid or invalid
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Forewarning
giving people a chance to develop a resistance to persuasion
giving you time to think of a counter-argument
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inoculation
involves building up defenses against persuasion by mildly attacking the attitude position
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Psychological reactance
strong emotional response that we experience when we feel that our freedom of choice is being taken away
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self-perception
occurs when we use our own behavior as a guide to help us determine our own thoughts and feelings
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insufficient justification
when the social situation actually causes our behavior, but we do not realize that the social situation was the cause
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over justification
when we view our behavior as caused by the situation, leading us to discount the extent to which our behavior was actually caused by our own interests in it
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Cognitive dissonance
the discomfort that occurs when we behave in ways that we see as innapropriate
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the anterior cingulate cortex
activated when experiencing cognitive dissonance and pain
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post-decisional dissonance
the feeling of regret that may occur after we make an important decision
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foot-in-the-door technique
a persuasion method where we first get the target to accept a minor request, and then we ask for a larger request
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the door-in-the-face technique
when you ask for something large and then decrease the requests
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low-ball technique
a sales person gets a customers commitment to a price of a car, and then raises the price
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bait-and-switch technique
someone advertises a product at a very low price, and you got to buy the product you wanted but its sold out so you are now likely to buy a more expensive product
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Attributions
the process of assigning causes to behaviors
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person perception
the process of learning about other people
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non verbal behavior
any type of communication that doesn't involve speaking
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central traits
characteristics that have a very strong influence on our impressions of others
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primacy effect
the tendency for info that we learn first to be weighted more heavily than info we learn later
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recency effect
info that comes later is given more weight, although much less common than primacy effect
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halo effect
the influence of a global positive evaluation of a person on perceptions of their specific traits
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casual attribution
process of trying to determine the cause of people's behavior
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personal/internal/dispositional attribution
when we decide that the behavior was caused primarily by the person
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situation/external attribution
when we decide that the behavior was caused primarily by the situation, something in the environment or in the experience
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fundamental attribution error
when we tend to overestimate the role of person factors and overlook the impact of situations
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correspondence bias
when we attribute behaviors to people's internal characteristics, even in heavily constrained situations
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actor-observer bias
we tend to make more personal attributions for the behavior of others than we do for ourselves and make more situational attributions for our own behavior than for the behavior of others
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trait ascription bias
a tendency for people to view their own personality, beliefs, and behaviors as more variable than those of others
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self-serving attributions
attributions that help us meet our desire to see ourselves positively
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self-serving bias
the tendency to attribute our successes to ourselves and our failures to others
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group-serving bias/ultimate attribution error
a tendency to make internal attributions about our ingroups' successes, and external attributions about their setbacks, and to make the opposite pattern of attributions about our outgroups
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group-attribution erro
tendency to make attributional generalizations bout entire outgroups based on a very small number of observations of individual members
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just-world hypothesis
a tendency to make attributions based on the belief that the world is fundamentally just
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defensive attribution
peoples attributions about victims are motivated by both harm avoidance and blame avoidance
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attributional style
the type of attributions that we tend to make for the events that occur to us
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stable attributions
those that we think will be relatively permanent (dispositional)
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unstable attributions
are expected to change overtime (situational)
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global attributions
those that we feel apply broadly
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specific attributions
those causes that we see as more unique to particular events
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negative attribution error
is the tendency to explain negative events by referring to their own internal, stable, and global qualities
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learned helplessness
continually making external, stable, and global attributions for their behavior
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positive attributional style
a tendency to explain the negative events to external, unstable, and specific qualities
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unrealistic optimism
overly positive about the likelihood that negative things will occur to us and that we'll be able to effectively cope with them if they do
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self-handicapping
occurs when we make statements or engage in behaviors that help us create a convenient external attribution for potential failure
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social influence
the influence of other people on our everyday life
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conformaty
changing our beliefs, opinions and behaviors because of our perception of others
the change in beliefs, opinions, and behaviors as a result of our perceptions about what other people believe or do
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spontaneous conformity
a tendency to follow the behavior of others, often without awareness
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subtle
to imitate other people around you
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informational conformity/social influence
change in our opinions or behavior when we conform to people whom we believe have accurate info
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social comparison
we compare ourselves to others and conform to their beliefs and behaviors
the process of comparing our opinions with those of others to gain an accurate appraisal of the validity of an opinion or behavior
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normative conformity
when we express opinions or behave in ways that help us to be accepted by others
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public conformaty
a superficial change in behavior
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soloman asch
creator of the standard and test card
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majority influence
when the beliefs held by the larger number of individuals in the current social group prevail
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minority influence
a smaller number of individuals are able to influence the opinions or behaviors of the group
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social impact
the increase in the amount of conformity that is produced by adding new members to the majority group
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social power
the ability of a person to create conformity even when the people being influenced may attempt to resist those changes
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power
refers to the process of social influence itself
those who have power are those who are most able to influence others
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obediance
form of social influence in which one person simply orders one or more others to preform some actions
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zimbardo
a mock prison of 23 student volunteers
2 groups of prisoners, arrested, and guards
setting designed to look like a real prison
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reward power
when one person is able to influence others by providing them with positive outcomes
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coercive power
power based on the ability to create negative outcomes for others
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legitimate power
power vested in those who are appointed or elected to positions of authority; the authority can change sol norms
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referent power
an ability to influence others because they can lead those others to identify with them
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expert power
represents a type of informational influence based on the fundamental desire to obtain valid and accurate info, and where the outcome is likely to be private acceptance
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personality theories of leadership
the idea that some people are simply natural leaders
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charismatic leaders
leaders who are enthusiastic, committed, and self confident
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transactional leaders
leaders who work with their subordinates to help them understand what's required of them to get the job done
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transformational leaders
they have a vision of where the group is going and attempt to stimulate and inspire their workers
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the contingency model of leadership
effectiveness is a model of leadership effectiveness that focuses on both person variables and situational variables