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43 Cards in this Set
- Front
- Back
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Moods vs Emotions [Defined, Intensity, Duration, Focus, Specificity |
Moods are general feelings Emotions are directed at a specific target or person Intensity: Emotions more intense Duration: Emotions are shorter lived Focus: Emotions focused at something/someone Specificity: Unlike moods, emotions are differentiated (physiological/psychological profiles) |
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What is the informational function of affective states [emotion]? |
Provide feedback about current situation i.e. Signal whether environment is benign or problematic i.e. anger leads to fight/approach threatening stimuli |
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What is Emotional Labor?
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Expressing organizationally desired and job-specific emotions at work. (Not necessarily positive) |
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Deep acting vs. surface acting |
Deep acting is changing emotions so you feel a certain way Surface acting is superficially putting on a happy face |
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Emotional harmony vs Emotional dissonance |
Emotional Dissonance: we may be feeling something, but we have to hide it (leads to stress and fatigue) Emotional Harmony: genuine acting |
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What is Emotion regulation? |
A set of processes though which people influence their own emotions and they way they experience and express those emotions |
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Antecedent-focused strategies (defined) |
Preventing emotion before it is triggered |
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4 Types of Antecedent-focused Strategies |
1. Situation Selection 2. Situation Modification 3. Attention Deployment 4. Cognitive Change |
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Response-focused strategies (defined) |
Regulating emotion that has already been triggered |
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2 Response-focused strategies
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Suppression: suppress negative, redirect focus Cognitive reappraisal: judge value of trigger |
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What is an Environmental Stressor? |
A stimuli that places demands on individuals, for which the outcome is perceived to be important and uncertain |
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Challenge stressors |
Associated with workload, job demands (Often motivating/energizing) |
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Hindrance Stressors |
Pointless meetings, hassles, etc. (demotivating, inhibit progress) |
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Yerkes-Dodson Law |
Performance increases with physiological or mental arousal, but only to a point,then performance decreases |
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What is persuasion? |
guiding people to adopt an attitude, behavior, or belief through communication |
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6 Principles of Persuasion |
1. Reciprocity 2. Scarcity 3. Authority 4. Commitment and Consistency 5. Consensus/Social Proof 6. Friendship/liking |
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Principles of Persuasion Reciprocity |
People feel obligated to pay back "Door in the face" |
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"Door in the Face" Technique |
Propose something outrageous, then, when denied, propose something less outrageous |
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Principles of Persuasion Scarcity |
Low supply, high demand "While supplies last" |
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Principles of Persuasion Authority |
People trust the "experts" |
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Principles of Persuasion Commitment and Consistency |
people align with their commitments (don't want to appear hypocritical) "Foot in the door" Technique i.e. committed to certain political party, vote for party |
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"Foot in the Door" Technique |
Introduce an initial "easy" commitment, then ratchet up |
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Principles of Persuasion Consensus/Social Proof |
people tend to do what other people do (especially what similar others do) |
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Principles of Persuasion Friendship/Liking |
people are more persuaded by people they like Liking comes by unique similarities and compliments |
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Pull Tactics |
Attract: find common ground Bridge: involve, listen, disclose |
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Push Tactics |
persuade, propose, reason Assert: evaluate, pressure, use incentives |
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4 Principles of Minority Influence |
Build commitment by listening Be socratic (ask questions to allow self-convincing) Be credible and consistent (attack problem, not person) Puncture the other side's unanimity (by bridging) |
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Milgram Experiement |
60-70% obey Mindless obedience to authority much more destructive than individuals |
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Situational Factors in Milgram Experiment |
1. Use of shock generator creates phychological distance 2. Small incremental changes in behavior allow for ethical fading 3. Authority figure had reputable institution 4. Experimenter directs behavior, loss of agency |
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Obedience in Milgram Experiment was not based on... |
gender, career type, age, decade in which study is run |
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What did matter in Milgram Experiment... |
1. Proximity to victim 2. Proximity to experimenter and conflicting commands 3. Institutional context 4. Peer influence and position within organization |
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Does it pay to be ethical? |
Yes CSR behavior positively associated with firm performance Firms caught in illegal activity suffer negative 300-400% ROI due to loss in reputation |
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"Hidden Costs" of Organizational Dishonesty (3) |
1. Reputational Costs 2. Mismatch between values of employee and organization 3. Increased surveillance (because of increased fraud/theft) |
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What is Moral Disengagement?
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Psychological process by which people convince themselves that normal ethical standards do not apply to them in a particular context |
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3 Processes of Moral Disengagment |
1. Restructuring behavior to appear less harmful or wrong 2. Minimizing victim's distress 3. Obscuring Moral Agency |
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Moral Disengagement Processes Restructuring Behavior to appear less harmful or wrong |
1. Moral Justification - "for the greater good" 2. Advantageous comparison - "not as bad as them" 3. Euphemistic Labeling - "sugar coating" |
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Moral Disengagement Processes Minimizing Victim's Distress |
4. Distortion of Consequences 5. Dehumanization |
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Moral Disengagement Processes Obscuring Moral Agency |
6. Displacement of Responsibility - "I was just following orders" 7. Diffusion of responsibility - "everyone is doing it, i'm not alone" 8. Attribution of Blame - "blaming the victim" |
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4 ways to Mitigate Moral Disengagement |
1. Anticipate self-interest 2. Plumb moral intuitions (ask questions "is this right?") 3. Increase awareness/vigilance (ethical checklist) 4. Situation Design/organizational repairs ("if you can't de-bias, then re-bias" Richard Thaler |
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4 Ethical Frameworks to think through ethical decisions |
Utilitarian Approach (comfortable with consequences?) Duties and rights (respecting duties/rights) Communitarian (respecting norms) Identity (meeting my/company's commitments) |
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Groups perform poorly when... |
Focus on shared info Members are too similar/too few |
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Groups perform better when... |
they are diverse Contain healthy conflict |
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Social loafing increases as... |
groups become larger |
