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SocPsych7-9 Flashcards

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1
Q

Attitudes

A

Evaluations of people, objects, and ideas

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2
Q

3 types of attitudes

A

Behavioral, affective, cognitive

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3
Q

Behavioral attitute

A

Attitude that reflects actions or observable behavior

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4
Q

Cognitive Attitudes

A

Attitudes based on thoughts and beliefs

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5
Q

Affective attitudes

A

Attitudes centered around emotional reaction

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6
Q

Potential Origins of Behavior

A
  • genetic origins
  • social experiences
  • simply liking something
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7
Q

Genetic orgins

A

Identical twins sharing more attitudes than fraternal twins; indirect function of our genes (temperament, personality)

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8
Q

Social experiences

A

Not all attitudes are created equally; may share components, but any attitude can be based more on one type pf experiences than another

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9
Q

How we change attitudes

A

Classical & Operant Conditioning

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10
Q

Classical conditioning

A

Type of behavioral learning that involves placing a neutral stimulus before a naturally occurring reflex (ex: smell of mothballs triggering emotions experienced from grandma’s house)

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11
Q

Operant conditioning

A

method of learning that employs rewards and punishments for behavior (ex: telling kid to not play with ‘that kind of child’)

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12
Q

Implicit attitudes

A

Attitudes that exist outside of conscious awareness

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13
Q

Explicit attitudes

A

Attitudes that we consciously endorse and can easily report

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14
Q

La Piere’s Experiement

A

examined anti-Chinese attitudes and discrimination
Asked if U.S. managers would serve a Chinese visitor
Only one said they would

May predict spontaneous behavior

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15
Q

Attitude accessibility

A

the likelihood that an attitude will be automatically activated from memory on encountering the attitude object.

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16
Q

Theory of Planned Behavior

A

Three core components, namely, attitude, subjective norms, and perceived behavioral control, together shape an individual’s behavioral intentions.

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17
Q

Cognitive Dissonance Theory

A

When they cannot explain behavior with external justifications, they may
turn to internal explanations and make an attitude change to bridge the gap between your behavior and attitude

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18
Q

Internal & External Factors that can change attitude

A
  • Cognitive Dissonance Theory
  • Social influence of friends
  • Persuasive communication
  • Elaboration Likelihood Model
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19
Q

Persuasive Communication

A

A message advocating a particular side of an issue

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20
Q

Elaboration Likelihood Model

A

A model explaining two ways in which persuasive communications can cause attitude change:
central: people strongly motivated carefully weigh the pros and cons of a choice.
peripheral: people less motivated are more tangential to the decision at hand.

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21
Q

Fear-Arousal Communications

A

Persuasive message that attempts to change people’s attitudes by arousing their fears

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22
Q

How Advertising Works

A

Most advertisements target people’s emotions by associating positive feelings towards their product & making product relevant to daily life

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23
Q

Subliminal Messages

A

Words or pictures that are not consciously perceived but may nevertheless influence judgments, attitudes, and behaviors

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24
Q

Advertising & Culture

A

Advertisements work best if they are tailored to the kind of attitude they are trying to change and the expectations and thinking styles of the target audience

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25
Attitude Inoculation
Making people immune to attempts to change their attitudes by initially exposing them to small doses of the arguments against their position
26
Reactance Theory
The idea that when people feel their freedom to perform a certain behavior is threatened, an unpleasant state of resistance is aroused, which they can reduce by performing the prohibited behavior
27
Ways of Resisting Persuasive Messages
- Attitude Inoculation - Resisting Peer Pressure - Alert to Product Placement - Reactance Theory
28
Conformity
Adjusting bhvr to try and fit into the group norm (typically to avoid social isolation)
29
Obedience
when an authority figure commands people to comply
30
Social Norms
Unspoken rules of society that we follow to fit in
31
Deviant Behavior
Breaking a social norm (not necessarily illegal)
32
Normative Social Influence
Going along with what other people do to be liked and accepted by them, which leads to public conformity with the group’s beliefs and behaviors but not always private acceptance of them
33
Asch Line Experiment
participants judged which of the three comparison lines on the right card was closest in length to the standard line on the card on the left. The correct an- swer was always obvious. However, members of the group sometimes gave the wrong answer out loud. Now the participant faced a dilemma: Give the right answer and go against the whole group, or conform to their behavior and give an obviously wrong answer?
34
Milgram Obedience Study
40 male participants were told to shock patients and increase voltage when they missed an answer of the test; 2/3 of the people went to dangerous voltage areas
35
Outer Control
May not internalize values, but still follow them; ‘public compliance’ (e.g., workplace, friend group, etc.)
36
Inner Control
‘Private acceptance’ of values and norms
37
Informational Conformity
Importance of being accurate; Can backfire; Ambiguous situations (looking around for others reactions); Crisis; When others are experts
38
Social Impact Theory
Likelihood you will respond to social influence depends on three variables (Latane, 1981) 1. strength, 2. Immediacy, 3. Number
39
Conformity Tactics
The role of injunctive and descriptive norms (foot-in-door, door-in-face, propaganda)
40
Foot-in-Door Technique
Social influence strategy in which getting people to agree first to a small request makes them more likely to agree later to a second, larger request
41
Door-in-Face Technique
Social influence strategy in which first asking people for a large request that they will probably refuse makes them more likely to agree later to a second, smaller request
42
Propaganda
A deliberate, systematic attempt to advance a cause by manipulating mass attitudes and behaviors, often through misleading or emotionally charged information; one-sided info
43
Other Reasons We Obey
Adhering to wrong norm Self-justification Loss of personal responsibility
44
Primary Group
small, but more central to our identity
45
Secondary Group
large, but only bonded by shared goal (ex: Walmart customers)
46
Social Roles
Shared expectations in a group about how particular people are supposed to behave
47
Group Cohesiveness
Qualities of a group that bind members together and promote liking between members; more cohesive groups are more likely to stay in the group, participates in activities, and bring more recruits
48
Homogenous vs Diversity Groups
Homogenous groups = more cohesive Diversity groups = better performance
49
Social Faciliation
When people are in the presence of others and their individual performance can be evaluated, the tendency to perform better on simple tasks and worse on complex tasks
50
Simple Tasks Under Social Facilitation
The mere presence of others improves performance. This phenomenon is found in humans as well as other species
51
Difficult Tasks under Social Faciliation
A task can take longer to solve when others are present than when performing alone. People and animals do worse in the presence of others when the task is difficult
52
Arousal & Dominant Response
Other ppl: 1. cause us to become particularly alert and vigilant; 2. make us apprehensive about how we’re being evaluated; 3. distract us from the task at hand.
53
Social Loafing
People do worse on simple tasks but better on complex tasks when they are in the presence of others and their individual performance cannot be evaluated.
54
Deindividuation
The loosening of normal constraints on behavior when people cannot be differentiated (are not "seen")
55
Why deindividuation lead to impulsive and sometimes violent acts
- Makes people feel less accountable - Increases obedience to group norms
56
Process loss
Any aspect of group interaction that inhibits good problem solving
57
Transactive Memory
The combined memory of a group that is more efficient than the memory of the individual members
58
Groupthink
A kind of decision process in which maintaining group cohesiveness and solidarity is more important than considering the facts in a realistic manner
59
Group polarization
The tendency for groups to make decisions that are more extreme than the initial inclinations of its members
60
Persuasive argument interpretation
Individuals bring to the group a set of arguments, some of which other individuals have not considered.
61
Social comparison interpretation
When people discuss an issue in a group, they first explore how everyone else feels.
62
Great Person Theory
The idea that certain key personality traits make a person a good leader, regardless of the situation; Personality and leadership abilities weakly related
63
Transactional leaders
Clear, short-term goals with rewards
64
Transformational leaders
inspires followers to focus on long-term goals
65
Comprehensive Theory of Leadership
The idea that the effectiveness of a leader depends on 2 things - task/relationship-oriented balance - amount of control the leader has over the group
66
Task Oriented Leaders
Leaders who are concerned more with getting the job done than with workers’ feelings and relationships
67
Relationship Oriented Leaders
Leaders who are concerned more with workers’ feelings and relationships
68
Injunctive Norm
refers to people's attitudes about how others ought to behave (ex: driving the speed limit)
69
Descriptive Norm
refers to perceptions of how people actually behave (ex: driving 5mph over the speed limit)

Social Psychology (3 decks)

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