Power Bases, Influence Tactics, and Attributional Biases Pt.2

perception

the process through which people receive and interpret information from the environment

selective screening

allows only a portion of available info to enter our perceptions

schemas

are cognitive frameworks that represent organized knowledge developed through experience about people, objects, or events

prototype

a bundle of features expected to be characteristic of people in certain categories or roles

impression management

the systematic attempt to influence how others percieve us

stereotype

assigns attributes commonly associated with a group to an individual

halo effects

uses on attribute to develop an overall impression of a person or situation

selective perception

the tendency to define problems from one’s own point of view

projection

assigns personal attributes to other individuals

contrast effect

occurs when the meaning of something that takes place is based on a contrast with another recent event or situation

self-fulfilling prophecy

is creating or finding in a situation that which you expected to find in the first place

attribution

assigning meaning to a behavior or an event. It occurs when people try to make sense of the motive or intent behind others' behavior and place an interpretation on it

fundamental attribution error

overestimates internal factors and underestimates external factors as influences on someone’s behavior

self-serving bias

underestimates internal factors and overestimates external factors as influences on someone’s behavior

social learning theory

describes how learning occurs through interactions among people, behavior, and interactions

reinforcement

the delivery of a consequence as a result of behavior

classical conditioning

involves learning to display a behavior through its association with astimulus

operant conditioning

the control of behavior by manipulating its consequences

law of effect

behavior followed by pleasant consequences is likely to be repeated: behavior followed by unpleasant consequences is not

extrinsic rewards

positively valued work outcomes that are given to the individual by some person

organizational behavior modifications

the use of extrinisic rewards to systematically reinforce desirable work behavior and discourage undesirable behavior

positive reinforcement

strengthens a behavior by making a desirable consequence contingent on its occurrence

law of contingent reinforcement

states that a reward should only be given when the desired behavior occurs.

law of immediate reinforcement

states that a reward should be given as soon as possible after the desired behavior occurs.

shaping

positive reinforcement of successive approximation to the desired behavior

continuous reinforcement

administers a reward each time a desired behavior occurs

intermittent reinforcement

rewards behavior only periodically

negative reinforcement

strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence

punishment

discourages a behavior by making an unpleasant consequence contingent on its occurrence

extinction

discourages a behavior by making the removal of a desirable consequence contingent on its occurrence

selection

letting in only a portion of the information that is available. This can occur through controlled processing or automatic processing.

organization

occurs through schemas (cognitive frameworks that represent organized knowledge developed through experience about a concept or stimulus) Several types of schema exist (i.e., script, self, person).

interpretation

the process of attributing meaning to information. It is informed by past experiences and frames of reference

retrieval

the process of sorting through categories of information in your mind to match with information in the environment.

actor/observer difference

attribute own success to internal factors; others to external factors (combination of fundamental attribution error and self-serving bias)