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54 Cards in this Set
- Front
- Back
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social perception
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processes by which we com to know/evaluate persons
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attribution
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process you go through to explain causes of behavior
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internal causes
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(dispositional) - reflect characteristics of the person
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external causes
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(situational) - arise from the situation
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"attribution theory"
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how we go about attributing behavior to internal or external influences
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Kelley's Attribution Theory
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for behaviors that are consistent, people will make personal attribtions when consensus/distinctiveness are low. people will make stimulus attributions when consensus/distinctiveness are high.
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Fundamental Attribution Error
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tendency to attribute behavior of others to internal causes and underestimate external causes. (1-focus on person, 2-adjust to account for situation)
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Just-World Hypothesis
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tendency to assume that bad things happen to bad people and good things happen to good people.
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Self-Serving Bias
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(defensive attribution) - tendency to take credit for one's successes (dispositional attribution) and blame external causes for failure (situational attribution)
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primacy effect
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people are influenced more by info they receive early in an interaction rather than info gained later (a cognitive confirmation bias)
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behavioral-confirmation biases
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we use our existing beliefs to interpret new information. this in turn affects our behavior. this may create false support for to fit our existing beliefs. (three-step chain)
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three-step chain
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1-perceiver forms opinion of target; 2-perceiver behaves in a manner consistent with formed opinion; 3-target unknowingly adjusts behavior to the perceiver's actions.
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social comparison
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how we evaluate our thoughts/ feelings/ behaviors/ abilities in relation to other people
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impression management
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how we present ourselves in terms of the image we hop to present
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self-monitoring
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how much one observes reactions of others to determine how to react
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conformity
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changing one's behavior or beliefs to bring it in line with a group standard
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normative social influence
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conformity influenced by the need for social approval(Sherif's 1936 illusion exp.) - can still disagree privately (public conformity)
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informationanal social influence
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conformity influenced be need to be right (Asch's 1955 line- length exp.) - you change your beliefs (private conformity)
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conditions that strengthen conformity
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1-feel incompetent/insecure; 2-admire group status; 3-group has @ least 3; 4-group unanimous; 5-no prior stance (esp. public); 6-conformity neg. correlated with self- esteem; 7-cultural respect for social standards
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attitude
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organization of our beliefs and behaviors towards a person, object, event, or idea
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conditions under which attitudes better predict behavior
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1-attitude is strong, 2-other influences minimal, 3-attitude specifically relevent to behavior, 4-you're made aware/concious of attitude
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conditions under which behavior determines attitudes
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1-engaged in role-playing (Zimardo), 2-when influenced by "foot-in-the-door" phenomenon (Freedman&Fraser)
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role
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prescribed actions expected of one who occupied specific socila positions
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cognitive-dissonance theory
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(Fetsinger)describes an inconsistency between one's actions and one's thoughts. To relieve this discrepency: 1-out att. may be brought in line with our actions or 2)our attitudes may remain intact, but significance of our behavior may be downplayed.
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"self-perception" theory
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(Bem)suggests behaviors nearly always preceed attitudes; attitudes not fully formed until we find ourselves engaged in behavior
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persuasion
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process of changing attitudes
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central route to persuasion
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people think carefully about message and are influenced by its arguments
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peripheral route to persuasion
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people do not think carefully about the message and are influenced by superficial cues (ie attractiveness of source)
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compliance
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change in behavior in response to a specific request
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obedience
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compliance to an explicit command
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compliance techniques
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1-foot in the door, 2-low ball, 3-door in the face
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foot in the door
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compliance technique - tendency to make initial act favorable to an attitude, later greater actions possible as attitude strengthens
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low ball
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compliance technique - tendency to follow through on a commitment even when conditions of agreement change
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door in the face
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compliance technique - tendency to comply with second request after non-compliance to initial request
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three factors that influence obedience
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1-authority, 2-victim, 3-situation (Miligram)
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group influences on decision making
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1-risky shift, 2-group polarization, 3-group think
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risky shift
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group makes riskier decisions than the individual
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group polarization
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group discussion enhances dominant point of view
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groupthink
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groups desire to reach harmonious decision overrides consideration of alternatives
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group influences on behavior
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1-social facilitation, 2-social loafing, 3-deindividuation
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social facilitation
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improved performance with others - raied arousal (aids easy tasks, hinders difficult ones)
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social loafing
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diminished effort in group task
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deindividuation
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group setting arouses people and diminishes sense of responsibility - uninhibited behavior may result
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agression
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behavior intended to inflict harm on another individual who is motivated to avoid it
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influences on agression
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media violence, biology (testosterone), aversive stim. (heat), situational cues (weapons effect)
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Altruism
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unselfish regard for welfare of others
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bystander effect
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tendency not to give aid when others are around
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conditions that strengthen helping behavior
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(Darley&Latane)1-minimized bystander effect, 2-situation not ambiguous, 3-not in a hurry, 4-just observed someone else being helpful, 5-victim similar to self, 6-in good mood
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egoism as explanation of altruism
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(social exchange theory) - helping others results when anticipated rewards exceed anticipated costs
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sociobiology as explanation of altruism
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perpetuation of genes promoted by helping others
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factors that increase attraction
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1-proximity(geographic nearness), 2-physical(matching hypoth regardless) attractiveness, 3-similarity (consensual validation)
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mere-exposure effect
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attraction to stimulus that results from increased exposure to it
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matching hypothesis
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people are more likely to form long term relationships with people who are roughly equally as physically attractive as themselves
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4 factors that influence maintinence of a relationship
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(Gottman's 4 horsemen)criticism, contempt, defensiveness, withdrawal
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