PSYCH - Social cognition Flashcards

(41 cards)

0
Q

ABC MODEL OF ATTITUDES

A
• Affective component
– feelings, emotions 
• Behavioural component
– actions, behaviours
• Cognitive component
– beliefs, values
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1
Q

ATTITUDES

A

Positive, negative or neutral evaluations or judgements of objects of thought

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2
Q

FUNCTIONS OF ATTITUDES

Adaptive

A

Adaptive
Adapt to our environment & reach our goals
• Maximise rewards
• Minimise penalties

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3
Q

FUNCTIONS OF ATTITUDES

Self-expressive

A
Self-expressive
• Use attitudes to express who we are
• Gain positive feelings about ourselves
• Gives meaning to our lives
• Tell others about ourselves by expressing our values, beliefs and self image
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4
Q

FUNCTIONS OF ATTITUDES

Ego Defensive

A

Ego-defensive
• Protects us from unpleasant realities
• Protects our self esteem

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5
Q

FUNCTIONS OF ATTITUDES

Knowledge

A

Knowledge
• allows us to make our world more predictable and familiar by organising our perceptions and beliefs about the social world

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6
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Direct Experience

A

Direct experiences
• from direct personal experience, (traumatic or frightening experiences)
• attitudes are strongly held
• resistant to change

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7
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Indirect Experience

A

Indirect experiences (mere exposure)
• less personal
• exposure to objects through hearing about it E.g. advertisement
• if initially dislike the object - may not change attitude

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8
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Learning 1

A

Learning by association
• classical conditioning
• associating an object with either a positive or negative feeling
leads us to associate the object with either a positive or negative
feeling

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9
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Learning 2

A

Learning by reward-punishment
• operant conditioning
• attitudes we hold are affected by the consequences we receive for their expression

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10
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Learning 3

A

Observational Learning
• By imitation-modeling
• learn attitudes by those who are significant in our lives

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11
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Source

A

Source
• Who conveys message
• Credibility, trustworthiness, expertise, likeability, attractiveness, expert

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12
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Message

A

Message
• Evoke strong emotions especially fear, particularly through graphic imagery, sound effects, music, statistics etc
• Cannot be seen to be manipulative
• Message repetition can be a negative for persuasion

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13
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Audience

A

Audience
• Older people harder to persuade than younger (more life experience)
• Alertness, time of day, low-high self esteem, length of message, pre-existing attitudes, intelligence, personality (eg high self-monitors)

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14
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Channel

A

Channel
• The medium eg face-to-face versus TV, radio, internet etc
• Direct contact with people more powerful than media

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15
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Persuasion

A

Persuasion
• the changing of attitudes by
presenting information about another attitude.

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16
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Central Processing

A

Central route
• more likely to have permanence
• think carefully, evaluate evidence
• evidence based

17
Q

FACTORS AFFECTING ATTITUDE FORMATION & CHANGE

Peripheral Processing

A

Peripheral route
• more susceptible to later change
• Uses peripheral cues - little thinking needed

18
Q

FACTORS AFFECTING
ATTITUDE-BEHAVIOUR LINK
i.e. when attitudes predict behaviour

A
  1. Attitude strength
    • Strong underlying emotion (from direct experience)
    • Strong cognitive component (multiple attitudes)
  2. Attitude accessibility
    • Ease to which attitude is brought to mind
    • Attitude priming
  3. Attitude specificity
    • A specific attitude if more likely to result in consistent behaviour
19
Q

FACTORS AFFECTING BEHAVIOUR-ATTITUDE LINK

i.e. when behaviours predict attitudes

A
  1. Festinger’s Cognitive Dissonance Theory
    • People prefer their attitudes and behaviour to be consistent
    • Inconsistency leads to psychological tension or discomfort (cognitive dissonance)
  2. Bem’s Self Perception Theory
    • People infer their attitudes from their behaviour
    • Gain an understanding of our attitudes by observing how we behave and drawing inferences about our attitudes from this observation
20
Q

IMPRESSION FORMATION

A
  • What others do to create an impression for you
  • Formulating tentative conceptions about others’ emotions, motivations and personalities by gathering and interpreting situational and behavioural cues
21
Q

FACTORS AFFECTING IMPRESSION FORMATION

A
  • Impressions can be formed in person, through phone conversations or through images
  • Evaluations are drawn from limited, external information
  • Impressions are partly based on stereotypes (schema) held by perceiver
  • Evaluations based on limited knowledge
22
Q

IMPRESSION FORMATION

  1. Verbal Communication
A
  • What is said and in what context

* Whether someone swears, uses slang or is polite can affect the impression they present

23
Q

IMPRESSION FORMATION

  1. Non Verbal Communication
A
Visible cues
• Distance
• Gestures
• Postures – open or closed
• Eye contact
• Facial expressions
• Physical appearance
24
IMPRESSION FORMATION 3. Non Verbal Communication
Paralinguistic Cues • Variations in speech, rather than the actual words spoken- carries emotion • i.e. inflection & voice pitch
25
IMPRESSION FORMATION 4. Non Verbal Communication
Cognitive schema • We often categorise people into a particular group and then stereotypes that we hold about that group fill in the gaps we don't yet know about the person
26
IMPRESSION MANAGEMENT
* It is about what you do that creates an impression for others * The process by which people attempt to manage the impressions of themselves that they present to others * Everything you do to control the way others see you * We do this consciously and unconsciously * Use it when we meet someone new, job interview, starting at a new school
27
IMPRESSION MANAGEMENT | Self Handicapping
Self handicapping is an impression management strategy ``` Self-Handicapping refers to actions which serve to handicap our performance in order to build an excuse for anticipated failure • Real • Feigned People with high self esteem • Need to protect their image People with low self esteem • Need to enhance their image ```
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DANGERS OF IMPRESSION MANAGEMENT
Impressions management is a factor that can contribute to potentially dangerous behaviour i.e. Sun-baking to improve physical appearance despite health risks
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SOCIAL COMPARISONS
People’s tendency to make assessments of themselves by comparing themselves to others
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WHY PEOPLE ENGAGE IN | SOCIAL COMPARISONS
Helps build self-image • Meet society’s norms and expectations • Obtain truthful information about ourselves • To feel good about ourselves We are gaining self-knowledge from social comparisons
31
UPWARD SOCIAL COMPARISON
* compare ourselves with people who we deem to be socially better than us in some way * helps us to improve our abilities – gives us something to aim for * can lead to disappointment if we cannot reach our goals – may feel inadequate or disillusioned
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DOWNWARD SOCIAL COMPARISON
* compare ourselves with people who we deem to be socially worse off than us in some way * makes us feel good about ourselves * boost self esteem
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SIMILAR | SOCIAL COMPARISON
• we compare ourselves with people who we deem to be socially similar to us • makes us feel that we fit into social norms and peer groups • don’t necessarily choose comparative other – i.e. siblings
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ATTITUDE MEASUREMENT | SELF REPORT METHODS
* Free-response (open-ended) questions or Fixed-response (closed) questions * Subjective data * Quantitative and/or qualitative data
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ATTITUDE MEASUREMENT | SELF REPORT METHODS
``` • Questionnaires • Surveys • Interviews – Face to face discussions • Rating Scales – Fixed response questions – Indication of agreement-disagreement – Strength of attitude – Likert scale ```
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ATTITUDE MEASUREMENT SELF REPORT METHODS Likert Scales
Problem… Social desirability: Participants may gives false or misleading responses to create a favourable impression of themselves
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ATTITUDE MEASUREMENT Behaviour observations
Observe people without their awareness Advantages – Overcome bias of self-report – Unobtrusive Disadvantage – Difficult to measure attitude strength – Behaviour may not reflect attitude
38
ETHICS | Deception
Deception is necessary to overcome- 1. Demand characteristics – participants know how the researchers want or expect them to respond 2. Social desirability – participants respond in ways that they think others would approve of and find socially acceptable
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ETHICS | Debriefing
Debriefing has four main goals 1. Opportunity to raise concerns 2. Explain/apologise for deception 3. Discuss purpose and methods of participating 4. Detect/deal with any possible negative and/or long-term effects
40
ETHICS
In addition to the 5 ethical principles of research- 1. Fairness- to treat people equally and without bias 2. Do no harm- Is it worth the temporary discomfort for a long-term gain in society? 3. Respect for people’s rights and dignity - especially with vulnerable groups