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106 Cards in this Set
- Front
- Back
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what does soc study
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human interaction, group formation (thru human interaction), how groups influence ind
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group dynamics
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how group influences ind & vice versa
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C. Wright Mills
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soc imagination; see connection between private issues & public events
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emile durkheim
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1880; suicide
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hypothesis
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educated guess about relationship btwn 2 variables
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reliability
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consistent
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validity
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measure what it's supposed to
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status
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everyone has a status; position in a soc structure
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roles
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expected behavior based on status
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norms
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behavior based on roles; if behavior exists it must serve a purpose
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deviant
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behavior against what group is trying to accomplish
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3 things deviants do for the group
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1. reaffirm group beliefs & norms; 2. pushes boundaries out; 3. id's where boundaries are
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func vs. dysfunctional
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func: allow group to achieve goals
dysfunc: keep group from achieving goals |
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role strain
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one status making competing demands
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role conflict
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2 or more statuses that are making competing demands on behavior
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role set
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one status & b/c of that status you interact w/diff ppl
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role performance
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even tho we have all these statuses, you bring own unique personality to that role
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soc desirable symbols in our society (conflict theory)
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1. power: ability to get someone to do something they otherwise might not do for themselves; informal & formal power
2. prestige: things held in high regard 3. wealth: things you own 4. income: money you earn |
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4 assumptions of soc exchange theory about behavior
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1. all behavior is rational (to your benefit & in your best interest)
2. all behavior involves cost (cost=opportunities; every behavior has an opportunity cost) 3. behavior repeats if profitable to that ind 4. exchanges gov by reciprocity |
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soc construction of reality
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no such thing as reality; it's what we make it/how we make it in our mind; how we construct our reality & what we think to be true
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process of soc learning (socialization)
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constantly evolving as a person; ppl either help you or not; what makes you you; thru soc interaction, id who you are; what was process you learned it & what'd it teach you?
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anticipatory socialization
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anticipating joining a new status in your life; start anticipating what it's like being in the role before you're in the role
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resocialization
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chg ppl completely (values, beliefs, ways of thinking); systematically set out to change them
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cult shock
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go into cult so diff from yours that you basically have paralysis & don't know how to act
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primary vs secondary agents of socialization
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1. primary: ppl you interact w/on intimate level; informal, friends & fam, love you for you
2. secondary: structured, formal, temp; don't care who you are, only care what you do for them/what you give them |
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3 reasons ppl bring consultants in
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1. team was in 2nd & want to be in 1st
2. on plateau; not improving or getting worse; stuck & frustrated 3. teams in last; desperate (#1 reason) |
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mental toughness training
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5 aspects: decision making skills, drive, composure, concentration, confidence
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why consultant has bad rep
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1. tend to more theoretical (philosophy)
2. massive analysis of what's wrong w/organization (paralysis by analysis) 3. doesn't tell you where to start, just what needs fixed 4. tell you what you already know 5. high on description, light on implementation |
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ascribed status
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you don't do anything; are born/enter into status; parents/you are born into it; you turn 16, got position on team b/c parents are coaches
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achieved status
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something you did specifically to get that new status; get driver's license when you turn 16
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why ppl hate change
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don't know how; don't think alternative is possible; alternative not possible for our team
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incongruence
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caught btwn 2 decisions
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Kubler Ross
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1. denial: no you're wrong
2. anger: something unfair/unjust 3. bargain 4. disorientation: learning stages 5. depression: hopelessness & helplessness 6. acceptance: you know it's going to happen & you've accepted it |
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steps for chg
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1. tell them chg is coming when going into organization so ppl will know things are going to chg; tell in mult formats & many times
2. id who is losing what (who & what will chg) 3. mark endings (where old ends & new begins) 4. honor past |
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non-groups
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1. aggregate: bunch of ppl clustered together & have nothing in common except they share physical space
2. categories: shared characteristic, but nothing else; don't see it as a reason to bond together/form group around |
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group
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ppl who have something in common & believe what they have in common is significant & imp to their lives
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5 groups
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1. primary: informal & intimate; valued for who you are
2. secondary: impersonal; valued for what you do; formal 3. ingroup: loyalty towards 4. outgroup: animosity towards; antagonist; in war w/out group 5. reference: ppl we use as standard for comparison |
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Irving Janice
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group think: group of ppl tend to think the same way to the pt that if someone comes out against what group is saying, they are considered a traitor & not part of group
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risky shift
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get together & decision made as a group is riskier than one made alone (more conservative decision)
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types of leadership
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1. expressive: emotional leaders in organization; want to monitor & council players; counselor; emotional stability of team
2. instrumental: cares about results; goal-oriented; judge you for what you do |
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styles of leadership
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1. democratic: reach consensus; take votes
2. authoritarian: give orders; decisive, quick but don't ask for input 3. laissez-faire: highly permissive; do what you want; creativity but disorganized 4. charismatic: personal qualities in leader that are attractive |
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soc network analysis (SNA)
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how ppl are connected to others & how info flows inside organization; influence ppl have inside organization
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chain
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most common; A->B->C->D; inefficient network; bureaucracy, slow, ineffective
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ring
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more efficient than a chain; 2 or more ways to get info where you want it to go, but can't get it directly
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orbit
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all communications go thru one pt; most organizations want to break orbit up b/c yo don't want one person w/that much power; conflict theory
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clique
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everyone can communicate w/everyone directly; most efficient & effective, but not common
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unidirectional
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communication/info moves in 1 direction; feedback is missing
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bi directional
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communication goes both ways
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dyads
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smallest group; group of 2; high commitment to group, high sense of compromise, intimate & informal connections, long-term, personal; diplomacy
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triads
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group of 3+; person can leave triad & group still exists; lower commitment, building & maintaining coalition, more impersonal, more what you would see in organizations, long-term teams for short-term gain
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robert merton
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strain theory; all groups have have goals/things that groups strive for & want to obtain/achieve; all groups have means they use to achieve goals
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what makes someone an innovator?
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have probs w/frustration; they know they can reach goal eventually, but it's not happening fast enough, so they find ways to cut corners; frustration --> innovation
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what makes someone a ritualist?
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burnout; when you start job & care about goals & means; still care, but don't have emotional, physical, or cog energy to do anything about it (need break)
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what leads to a retreatist?
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i don't care emotion/apathy
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charles cooley
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look glass self; self-image/how you think of yourself; get self-concept by how others think of us; crisis & id when ppl realize they're not who they think they are; 3-steps: imagine how we look to others, imagine what they think about what they see, formulate feelings about perceived opinions of others
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george mead
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stages of dev; imitation, play stage (empathy), game stage (generalized other, learn you're part of a team - similar to functionalism)
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lawrence kohlberg
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stages of moral dev
1. amoral: doesn't distinguish btwn rt & wrong 2. pre-conv: aware of what's rt & wrong & follow rules fearing getting caught 3. conventional: follow rules b/c you want to belong to group 4. post-conv: abstract principles of what's rt & wrong; character; never compromise values |
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cult
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design for living
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pavlov
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father of classical conditioning
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flow vs. stuck
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flow: performing best; everything clicking
stuck: performing worst; body feeling heavy; not effortless |
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acquisition
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pair CS w/UCS so that CS becomes the trigger for the response (gets same response as UCS)
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how do you set a trigger?
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get someone to heightened emotional state to pt almost to highest level, then set trigger
5 senses to trigger |
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auditory internals
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trigger inside head; certain voice triggers certain rxn
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visual internal
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trigger inside head that makes you feel certain way
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generalization
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occurs when you have a CR that follows a stimulus that's similar to the original CS
ex: dog will salivate whether bell is in a C note or D note |
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discrimination
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response only occurs to stimulus when trigger is exactly like CS
ex: bell must be exact same note |
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habituation
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process where it's a reduced rxn to CS
ex: joke becomes less funny after being told so many times; doesn't have same level of rxn; if you overuse a trigger, it starts to wear off unless reconditioned; doesn't always lead to extinction |
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extinction
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present CS & no longer creates CR; you made it extinct
ex: songs that bring back bad mem - play song on repeat b/c then it won't have same effect - it will now annoy you collapse trigger |
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spontaneous recovery
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happens after extinction; momentary feeling that comes back when trigger is set; short-lived; reappearance of CR after extinction
ex: divorced parents hooking up - act on old feelings |
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second order conditioning
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military; CS that sets off another CS then sets off CR (CS--> CS --> CR)
ex: don't like drs b/c we know we're gonna get a shot; weird smell (drs office --> smell --> fear) |
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law of effect
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if a response is rewarded in the presence of a stimulus, then the same response will most likely happen again
(Pavlov --> Skinner (beginning of pos reinforcement); hand off pt) |
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b.f. skinner
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operant conditioning
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tabula rasa
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blank slate; Skinner believed everyone was born a blank slate
thru a series of rewards/punishments, Skinner said he could make anyone into who he wanted if young enough |
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shaping
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reinforcement of responses that come closer to desired response
ex: keep leaving when bf gets drunk when going out, eventually will assoc that behavior & won't need a drink thru rewards & punishments |
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punishments
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punishment 1: intro of unpleasant stimulus
punishment 2/penalty: removal of pleasant stimulus |
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rewards
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pos reinforcement: introduce pleasant stimulus; must be pleasant to person you're shaping
neg reinforcement: take away unpleasant stimulus; ex: if we win today, we don't have to practice tomorrow |
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reinforcer
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a stimulus event that inc the likelihood that response will happen again
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primary vs. secondary reinforcer
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primary: satisfy physical need
secondary: more powerful than primary; rewards ppl learn to desire |
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learned helplessness
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belief that nothing can be done to avoid an unpleasant stimulus
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escape conditioning
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learning a response that stops an unpleasant stimulus
-5 secs into commercial & you're annoying, so you chg channel |
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avoidance conditioning
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learning a response that avoids unpleasant stimulus altogether
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latent learning
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learning something yet not showing til a later time
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schedules of reinforcement (5 types)
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1. continuous: weakest; every time person does desired behavior, you reward them; easiest to extinguish
2. fixed ratio: fixed # of times something can happen before reward 3. fixed interval: pd of time; set pd of time has to pass before reward (ex: every 10 mins.) 4. variable ratio: diff # of occurrences before reward 5. variable interval: diff pds of time before reward |
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sigmund freud
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psychoanalytic theory
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3 parts unconscious mind (freud)
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id: pleasure; desires & wants
ego: reality, negotiator, rules you must follow to get what you want in life superego: morality principle; idea of what's right & wrong in society, improper/proper behavior; moral standards; guild & shame to ego |
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defense mechanisms (freud)
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refuse to acknowledge something that's obvious to others
ego creates defense mechanism called denial 1.repression 2. rationalization 3. displacement 4. rxn formation 5. projection 6. sublimation |
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repression
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keep unpleasant thoughts, feelings, emotions shut off so you don't have to think about it; push thoughts down into unconscious mind
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rationalization
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using incorrect yet self-serving explanations to justify unacceptable thoughts, feelings, behaviors; come up w/explanation to make you not feel guilt or shame
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displacement
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satisfying an impulse w/substitute obj; displacing anger; instead of taking it out on obj you want to take it out on, you take it out on something else
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rxn formation
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behaving in a way that is opp to the behaviors, thoughts, & feelings that are considerable unacceptable; acting the opp of all things you wish you'd be doing; act completely opp of who you rly are
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projection
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attributing one's own unacceptable thoughts to another person; you're thinking it, but accuse someone else of it; pot calling kettle black; projecting fears/insecurities onto someone else
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sublimation
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channeling unacceptable thoughts/feelings into acceptable behavior; ex: don't want to be in relationship, so channel all your energy into work
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environment
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physical place you do behavior in
ex: tennis: tennis court |
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behavior
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what you do in environment; mental habits of thought/thought patterns: precedes behavior
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beliefs
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guide habits of thought
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i.d.
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we chg id, we chg beliefs
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how do you measure mental toughness?
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concentration: ability to remain focused
confidence: expect results you want composure: remain calm & effectively act when pressure is on decision making: quick & decisive drive: desire to want to get results you're after; similar to ritualist burnout |
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planners vs. proactive
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planners: anticipate all things that can go wrong w/ a plan; have contingency in place that fixes it when it happens; always planning, never act
proactive: acts w/o thinking; emphasis on taking action before thinking it thru; I'll worry about it once i get there |
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uptime vs. downtime
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uptime: human tape recorders; I'll learn later; great notes
downtime: takes info into brain; notes not as good, process info |
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VAK (visual, auditory, kinesthetic)
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visual: teach by showing them stuff; talk in visual predicates - doesn't look right
auditory: tell them/talk to them; can't talk monotone; get off on sounds, tempos, volumes; doesn't sound right/don't hear what you're saying kinesthetic: you do it; create emotional states that draws in kinesthetic (humor, anger, etc.); doesn't feel right/can't grasp it |
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motivational direction
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toward: what am I going to achieve/get/gain from this?
away: motivated by what they don't want to have happen (positive/negative reinforcement, punishment 1 & 2); what they want to avoid |
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bleeder vs. non-bleeder
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bleeder: has to tell everyone everything
non-bleeder: strong opinion, but compartmentalize & keeps to self -want bleeder w/positive emotion/attitude -look at network -manage negative, emotional bleeders (high attitude, high skill) |
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closers vs. non-closers
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closer: start something & must finish it
non-closer: comfortable w/mult projects being opened at once; may not even close projects; terrible @ getting things done; can't finish & doesn't bother them |
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screeners vs. non-screeners
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screeners: can stay focused when there's something going on that bothers non-screeners; screen out unnecessary things (thumping, coughing, etc.); can easily deal w/interruptions & distractions
non-screeners: hard to get on track when they've been interrupted; can pick up on things screeners may miss |
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motivation source (internal vs. external)
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internal: in academics: i can use the info; I know I did a good job regardless of what ppl say; looking inside & how they feel; judge, jury, execution; can motivate themselves
external: in academics - I got an A; look to an external source to confirm their thinking & they're good at what they do; I did good b/c coach said so |
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convincing strategies (@ what pt are you convinced you can do something successfully & consistently)
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1. immediate: immediately know they can do it; immediately convinced they can just by someone talking to them
2. # of times: if I can do it X amt of times correctly/successfully, then I'm convinced I can do it 3. pd of time: not # of times they do it, but how long they it successfully (ex: check back in a wk - if I can do it correctly/successfully for a wk, then I'll believe it) 4. never: hardest; no matter how many times or for how long they do it successfully, they're never fully convinced; must convince each & every time; don't trust incoming info |
