Chapter 15 Flashcards

1
Q

schema theory

A

explains interpretation of world

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2
Q

primacy effect

A

first impressions matter more

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3
Q

recency effect

A

more recent impressions matter more

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4
Q

self-fulfilling prophecy

A

one becomes what they expect because their assumptions influence their behaviors, which validates their initial belief

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5
Q

stereotype

A

characteristics assigned to demographic groups. fixed, general, based on an experience

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6
Q

attribution theory

A

addresses the question of how people make judgements about causes of behavior

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7
Q

fundamental attribution error

A

overestimation of personal causes for other people’s behavior and to underestimate personal causes for their own behavior

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8
Q

defensive attribution

A

tendency to attribute success to own efforts or qualities, and failures to external factors

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9
Q

just-world hypothesis

A

based on assumption that bad things happen to bad people and vice versa

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10
Q

interpersonal attraction

A

positive feelings about other person

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11
Q

interpersonal attraction includes:

A

proximity, similarity, reciprocity, exchange, and intimacy

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12
Q

prejudice

A

mental attitude of hate

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13
Q

discrimination

A

putting prejudice into action

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14
Q

frustration-aggression hypothesis

A

frustration comes from prevention of a reward. It gets directed at what appears to cause block

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15
Q

displacement

A

target of aggression is unreachable, so the target shifts to a more reachable group/person

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16
Q

scapegoating

A

assigning blame to another to direct attention off of oneself

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17
Q

cognitive dissonance

A

mental discomfort experienced by an individual who holds 2 contradictory views, beliefs, or values at the same time

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18
Q

culture

A

shared beliefs, ideas, values, etc. Large influence on behaviors and attitudes

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19
Q

culture truism

A

belief that most members of society accept as self evidently true

20
Q

norms

A

shared idea/expectation about how to behave shared by society

21
Q

folkway

A

things that aren’t societally accepted, but are not harmful if done

22
Q

mores

A

things that are serious violations, and can cause damage if done

23
Q

laws

A

things that go against norms supported by organization if done.

24
Q

deindiviudalization

A

person acting with a group, not as an individual; loss of personality/responsibility

25
altruistic behavior
action doesn't benefit helper
26
bystander effect
people less likely to offer help in emergency as the group grows in size
27
Pygmalion effect
like the prophecy; treating others according to how they are expected to behave, which ends up with the same result
28
actor-observer effect
explaining others' behavior as internally caused, and own behavior as externally caused
29
complementary traits
skills/traits that go together between two peoples
30
self-monitoring
tendency for one to act according to gathered environmental cues (high)
31
ultimate attribution error
person with negative stereotypes assume of the stereotype has success due to external factors and fails due to internal factors
32
social loafing
tendency to commit less effort in a group than individually
33
great man theory
leaders are born, not made
34
trait theory
leaders come from genetics and experiences
35
right place right time theory
leaders are made by chance (time, experiences)
36
Hawthorne Effect
behavior changes when someone knows they're being watched
37
authoritarian personality
more likely to have prejudice
38
recategorize
expanding schema for a group to prevent prejudice
39
controlled processing
teaching tolerance by education and thinking
40
improving contact between groups
if groups are equal and meeting is encouraged, it can prevent prejudice
41
process of persuasion
pay attention; comprehension; acceptance
42
communication model
persuading audience by ethos/logos/pathos basically
43
social influence
how other people impact perceptions, attitudes, and beliefs of someone else
44
compliance
changing behavior to meet request of another
45
obedience
change in behavior from request from a superior
46
door in the face effect
feeling guilty after denying a request, so accepting a second request even if it's more demanding
47
contingency theory
leader effectiveness depends on transactional view of leadership