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24 Cards in this Set
- Front
- Back
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Groupthink |
- Homogenous - Isolated - Directive Leadership - Mindguards |
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The person |
The features or characteristics that individuals carry into social situations. |
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The situation |
The events or context of the situation; sights, sounds, smells. |
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People and situations influence each other: |
1. People can respond differently. 2. People choose their situations. 3. Different situation, different person. 4. Person can change situation. 5. Situation can change person. |
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Subject Variables |
Variables that characterize pre-existing differences among participants. Everything you bring in with you. |
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Assignment to condition |
Random assignment by flip of a coin so every member has equal chance of being assigned |
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Assignment by subject |
Choosing participants in such a way that every member of population of interest has equal chance of being selected |
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Internal Validity |
How certain are you that change in IV caused change in DV? Random assignment crucial |
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External Validity |
How applicable is the result to the world? Random sampling crucial |
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Excitation Transfer |
bridge stuff |
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Social Facilitation |
Good at it? Others help Not good? Others dont help |
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What makes experiment important? |
- challenges existing theories - integrates several theories - challenge's peoples expectations - large effect from small manipulation - speaks to issues of societal importance |
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Mundane Realism |
The extent to which the research setting resembles the real-world setting of interest. |
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Experimental Realism |
The degree to which the experimental setting and procedures are real and involving to the participant. You have to care about what's going on. |
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Self-Concept |
The sum total of beliefs that people have about their own attributes/characteristics.
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False Consensus |
Your weakness is more common |
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False Uniqueness |
Your strength is more unique |
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BIRG and CORF? |
Bask in reflected glory Cut off reflected failure |
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Self-Handicapping |
Active behaviours designed to sabotage one's own performance in order to provide a subsequent excuse for failure. |
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Ingratiation |
1. Express liking for others 2. Chameleon Effect 3. Create similarity 4. Opinion conformity 5. Make ourselves attractive 6. Projecting modesty |
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How to detect lies |
- Words: Cannot be trusted |
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Attribution Theory |
- When we explain other people's behaviour we tend to: |
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Actor-Observer Effect |
- Our tendency to make personal attributions for the behaviour of others and situational attributions for ourselves. |
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Self-Fulfilling Prophecy |
- The process by which one's expectations about a person eventually lead that person to behave in ways that confirm those expectations. |
