Pysch exam 2

attitudes

our relatively enduring evaluation of something, where the something is called the attitude object

what three things is the attitude made up of

affect, behavior, and cognition

affect

emotional content; how do we feel about thsi thing

Behavior

do you regularly engage in that behavior you have an attitude about

Cognition

what do we think about, how often do you think about it, and how are you thinking about it

Attitude strength

the importance of an attitude

systematic desensitization

extinguishing a behavior

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

Self monitoring

Individual differences in the tendency to attend to social cues and to adjust ones behavior to one's social environment

High self-monitors

Tend to attempt to blend into the social situation in order to be liked

Low self-monitors

Less like to try and blend in with a group

Effective communicators are often...

attractive, similar, trustworthy, likeable, experts, speak quickly, and/or go against self-interest.

attractive persuaders

these persuaders create a positive association with item of persuasion and boosts our moods = more likely to be persuaded

similar persuaders

persuasion is more likely if people with similar opinions and values persuade us

trust worthy persuaders

persuasion is more likely if you trust the person

likeable persuaders

often people who are perceived as likeable and attractive to us

expert persuaders

people perceived to be trustworthy because they know a lot about the product their selling

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

persuaders that go against self-interests

they appear LESS trustworthy "if their statements seem to be influenced by external causes"

the sleeper affect

attitude change that occurs over time when we remember the content but not the source

spontaneous message processing

we focus on whatever is the most obvious or enjoyable, without much attention to the message itself

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

Forewarning

giving people a chance to develop a resistance to persuasion

giving you time to think of a counter-argument

inoculation

involves building up defenses against persuasion by mildly attacking the attitude position

Psychological reactance

strong emotional response that we experience when we feel that our freedom of choice is being taken away

self-perception

occurs when we use our own behavior as a guide to help us determine our own thoughts and feelings

insufficient justification

when the social situation actually causes our behavior, but we do not realize that the social situation was the cause

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

Cognitive dissonance

the discomfort that occurs when we behave in ways that we see as innapropriate

the anterior cingulate cortex

activated when experiencing cognitive dissonance and pain

post-decisional dissonance

the feeling of regret that may occur after we make an important decision

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

the door-in-the-face technique

when you ask for something large and then decrease the requests

low-ball technique

a sales person gets a customers commitment to a price of a car, and then raises the price

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

Attributions

the process of assigning causes to behaviors

person perception

the process of learning about other people

non verbal behavior

any type of communication that doesn't involve speaking

central traits

characteristics that have a very strong influence on our impressions of others

primacy effect

the tendency for info that we learn first to be weighted more heavily than info we learn later

recency effect

info that comes later is given more weight, although much less common than primacy effect

halo effect

the influence of a global positive evaluation of a person on perceptions of their specific traits

casual attribution

process of trying to determine the cause of people's behavior

personal/internal/dispositional attribution

when we decide that the behavior was caused primarily by the person

situation/external attribution

when we decide that the behavior was caused primarily by the situation, something in the environment or in the experience

fundamental attribution error

when we tend to overestimate the role of person factors and overlook the impact of situations

correspondence bias

when we attribute behaviors to people's internal characteristics, even in heavily constrained situations

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

trait ascription bias

a tendency for people to view their own personality, beliefs, and behaviors as more variable than those of others

self-serving attributions

attributions that help us meet our desire to see ourselves positively

self-serving bias

the tendency to attribute our successes to ourselves and our failures to others

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

group-attribution erro

tendency to make attributional generalizations bout entire outgroups based on a very small number of observations of individual members

just-world hypothesis

a tendency to make attributions based on the belief that the world is fundamentally just

defensive attribution

peoples attributions about victims are motivated by both harm avoidance and blame avoidance

attributional style

the type of attributions that we tend to make for the events that occur to us

stable attributions

those that we think will be relatively permanent (dispositional)

unstable attributions

are expected to change overtime (situational)

global attributions

those that we feel apply broadly

specific attributions

those causes that we see as more unique to particular events

negative attribution error

is the tendency to explain negative events by referring to their own internal, stable, and global qualities

learned helplessness

continually making external, stable, and global attributions for their behavior

positive attributional style

a tendency to explain the negative events to external, unstable, and specific qualities

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

self-handicapping

occurs when we make statements or engage in behaviors that help us create a convenient external attribution for potential failure

social influence

the influence of other people on our everyday life

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

spontaneous conformity

a tendency to follow the behavior of others, often without awareness

subtle

to imitate other people around you

informational conformity/social influence

change in our opinions or behavior when we conform to people whom we believe have accurate info

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

normative conformity

when we express opinions or behave in ways that help us to be accepted by others

public conformaty

a superficial change in behavior

soloman asch

creator of the standard and test card

majority influence

when the beliefs held by the larger number of individuals in the current social group prevail

minority influence

a smaller number of individuals are able to influence the opinions or behaviors of the group

social impact

the increase in the amount of conformity that is produced by adding new members to the majority group

social power

the ability of a person to create conformity even when the people being influenced may attempt to resist those changes

power

refers to the process of social influence itself

those who have power are those who are most able to influence others

obediance

form of social influence in which one person simply orders one or more others to preform some actions

zimbardo

a mock prison of 23 student volunteers

2 groups of prisoners, arrested, and guards

setting designed to look like a real prison

reward power

when one person is able to influence others by providing them with positive outcomes

coercive power

power based on the ability to create negative outcomes for others

legitimate power

power vested in those who are appointed or elected to positions of authority; the authority can change sol norms

referent power

an ability to influence others because they can lead those others to identify with them

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

personality theories of leadership

the idea that some people are simply natural leaders

charismatic leaders

leaders who are enthusiastic, committed, and self confident

transactional leaders

leaders who work with their subordinates to help them understand what's required of them to get the job done

transformational leaders

they have a vision of where the group is going and attempt to stimulate and inspire their workers

the contingency model of leadership

effectiveness is a model of leadership effectiveness that focuses on both person variables and situational variables