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Social Psychology > 5-8 > Flashcards

5-8 Flashcards

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1
Q

3 Aspects pf the Self

A

self-knowledge: who we are and how we organize this info
self-control: how we make decisions
self-esteem: how we view ourselves

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2
Q

Self-schema

A

information about our attitudes, traits and preferences that we know about ourselves

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3
Q

Self-concept clarity

A

the extent to which we know and establish ourselves by clarity, consistency

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4
Q

Self-handicapping

A

creating excuses to avoid self-blame

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5
Q

independent view of the self

A

seeing ourselves internally

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6
Q

interdependent view of the self

A

seeing ourselves from other people and our relationships

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7
Q

self-awareness theory

A

when something in the environment triggers self-awareness, we focus on ourselves

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8
Q

causal theories

A

theories about the causes of one’s behaviours and feelings learned in childhood

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9
Q

self-perception theory

A

when we don’t know why we’re feeling a certain way so we examine how we acted in that situation

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10
Q

motivation

A

intrinsic: internal motivation from the self
extrinsic: external motivation like rewards and punishments

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11
Q

over-justification effect

A

when interest is lost because intrinsic rewards and undermined by extrinsic rewards

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12
Q

preserving intrinsic effect

A

task-contingent rewards: rewards despite how well you did on a task
performance-contingent rewards: based on how you performed

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13
Q

looking-glass self

A

seeing ourselves through the eyes of others

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14
Q

social comparison theory

A

that we learn about our abilities and attitudes by comparing them with other people

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15
Q

self-control

A

thought suppression: pushing thoughts out of mind

self-regulatory resource model: self-control is limited cuz of energy

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16
Q

downward and upward social comparison

A

downward: comparing with worse people: boosts self-esteem
upward: comparing with better people

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17
Q

comparison and culture

A

Americans look up to positive role models, Asians look at negative role models as a what-not-to-do

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18
Q

self-enhancement

A

distorting our image of ourselves and positive qualities to feel better about ourselves

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19
Q

self-verification theory

A

people need to seek confirmation about their positive and negative self-conceptions

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20
Q

telling-more-than-we-know phenomenon

A

even if we don’t know our feelings, we will come up with an explanation for them

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21
Q

sociometer theory

A

assesses quality of relationships with others and if it is good our self-esteem rises, self esteem determines if we are accepted or rejected

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22
Q

attitude

A

positive or negative evaluation of a person or thing

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23
Q

affective attitude

A

emotional feelings towards an object

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24
Q

cognitive attitude

A

how we feel towards a certain thing

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25
behavioural
how one behaves towards a certain thing
26
explicit attitudes
conscious attitudes that are easy to report
27
implicit attitudes
involuntary and unconscious attitude that influences behaviour
28
theory of planned behaviour
attitudes predict behaviour through: 1. specific attitudes: only specific attitudes can predict specific behaviours 2. subjective norms: how others will view our behaviour 3. perceived behavioural control: the ease we can perform our behaviour
29
Yale attitude Change approach
responsiveness and attentiveness to speaker depends who the speaker is
30
elaboration likelihood model
you need motivation and ability to pay attention to the facts
31
central routes to persuasion
when people engage with the persuasion by thinking critically and paying attention
32
peripheral route
not paying attention and only looking at peripheral cues
33
fear-arousing communication
fear to persuade, depends if the message interferes with ability to pay attention and process the message
34
advertising and attitude change
turns out people think they are the exception to being influenced
35
subliminal messages
words or pictures that unconsciously influence our judgment or attitudes
36
attitude inoculation
persuading someone to take a different argument by exposing them to small doses of the other argument
37
cognitive dissonance theory
realizing that one's attitude does not match with one's behaviour or when there are two conflicting attitudes that cause discomfort
38
post-decision dissonance
dissonance after making a decision because you are considering the alterative
39
permanence of decision
the more permanent the action is the more we try to accept it and reduce dissonance
40
justification of effort
we tend to like something more if we put effort in it external: other sources that create dissonance outside the individual internal: changing internally to reduce dissonance
41
counter-attitudinal advocacy
when someone says or does something counter to what the believe in
42
power of mild punishment
mild punishment that does not allow the person blame external sources so they consider changing internally
43
realization trap
when you try to reduce dissonance but end up making a bunch of self-justification that lead to stupid and immoral acts
44
self-affirmation theory
people try to reduce dissonance by telling themselves that they have some sort of competency outside the threat
45
conformity
real of imagined influence from others
46
informational social influence
when we don't know how to go about a situation, we take other people's ideas and decisions as a guide
47
private acceptance
accepting other's ideas a cuz they genuinely make sense
48
public acceptance
accepting ideas without fully agreeing with them
49
when do people conform to informational social influence
when it situation is ambiguous, when there is a crisis, when someone else is the expert
50
mass psychogenic illness
there are similar symptoms but there is not physical or medical cause
51
normative social influence
conforming to get a group to like you, ignoring can result in being shunned
52
social norms
explicit or implicit rules that govern how a group should act to be socially acceptable
53
social impact theory
conforming to a group depends on: strength: how important they are to you immediacy: how close are they to you to influence you numbers: how many are there
54
ambiguity and conformity
normative influence is powerful when people are unanimous
55
culture and conformity
collectivist cultures conform more, considered rational
56
idiosyncrasy credits
when you conform enough so that the group allows you to deviate a little
57
minority influence
minorities can influence others through consistency and unwavering similar views
58
compliance
conform because you can get information (informative social influence) and because you are scared of being shunned (normative influence)
59
Door-in-the-face technique
present a large task then when they refuse, a smaller task which seems more reasonable
60
foot-in-the-door technique
get them to do a small task, then a bigger task, based more on self-perception: I'm such a good person
61
lowballing
giving an initial low price then saying that there was a mistake, a commitment was already formed so the customer is less likely to refuse
62
obedience
conformity due to authority figures
63
obedience and normative social influence
when there is an authority figure we obey, but when they are not present we are less likely to
64
obedience and informational social influence
when the situation is ambiguous we listen to authority figures and if these figures do not seem like experts we don't
65
groups
usually 3-6 people who are interdependent and are similar in some aspects
66
social roles
expectations of how members of the group should act depending on their role
67
group cohesiveness
qualities that promote positive feelings and teamwork
68
social facilitation
tendency to do better on easier tasks and worse on harder tasks in the presence of others
69
evaluation apprehension
making us anxious and apprehensive about how we are being evaluated
70
social loafing
tendency to do better on harder tasks and worse on easier tasks when individual performance is not evaluated
71
deindividuation
when we are more likely to do devious things in groups because there are less constraints on behaviour
72
group decisions
more likely to find successful solutions if all group members are motivated to accomplish the goal
73
process loss
when group interactions inhibit progress
74
groupthink
ignoring reality to make sure the group is cohesive
75
avoiding groupthink trap
stay impartial: leaders do not take directive role, get outside opinions, get anonymous opinions
76
group polarization
tendency to make extreme decision because an individual brought in an idea that members didn't consider but all support aggressively and if the individual support's the group value to look better
77
great person theory
a group a traits that make a person a good leader regardless of the situation they face
78
integrative complexity
the ability to comprehend more than one perspective in a problem, can increase this during crisis and return to normal complexity after
79
transactional leaders
short-term goals, cater to the needs of the organization
80
transformational leader
long-term goals, cater to the needs of members and their well-being
81
task oriented
focus of accomplishing tasks rather than relationships, good in high and low control
82
relationship oriented
focus on relationships and feelings, good in moderate control
83
contingency theory of leadership
belief that good leaders depend on how task or relationship oriented they are and amount of influence they have over the group
84
social dilemma
actin a way that benefits yourself but harms everyone else
85
tit-for-tat strategy
promotes cooperation by first acting cooperatively and then acting how your opponent did the previous trial (cooperatively or competitively)
86
negotiation
when both parties make offers and counter offers and solution occurs when both agree
87
integrative solution
when parties consider and make deals based on different interests, what we may see as unimportant may be important to them

Social Psychology (3 decks)

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