Soc Psych E3 Book

Front 1

American culture stresses the importance of

Back 1

not conforming

Front 2

Informational social influence

Back 2

look to others for the information of what to do because obviously they are accurate

Front 3

Autokinetic effect

Back 3

a light in the darkness appears to be moving when its not

Front 4

Private acceptance

Back 4

conforming to other people’s behavior out of genuine belief that what they’re saying/doing is right

Front 5

Public compliance

Back 5

conforming to other’s behavior publicly without necessarily believing in what the other people are doing or saying.

Front 6

If the issue is of high importance, are you more or less susceptible to informational influence?

Back 6

More

Front 7

If the issue is of low importance, are you more or less susceptible to informational influence?

Back 7

Less

Front 8

Social norms

Back 8

implicit or explicit rules a group has for acceptable behaviors, values, and beliefs

Front 9

If you conform to social norms, you are known as a

Back 9

person in good standing

Front 10

If you don’t conform to social norms, you are known as a

Back 10

deviant

Front 11

Normative social influence

Back 11

go along with it to make people happy

Front 12

What did fMRI show in the line test?

Back 12

People who deviated from the group were distressed. The parts of the brain lit up for distress and social modification

Front 13

In the eyewitness studies, high importance did what to conformity?

Back 13

Dropped it

Front 14

In the eyewitness studies, low importance did what do conformity did what?

Back 14

Raised it.

Front 15

Why conform?

Back 15

Don’t risk social disapproval, even among strangers.

Front 16

We tend to have what attitude about conformity?

Back 16

It’s for the weak, but we do it more than we realize.

Front 17

Schachter and deviance

Back 17

you try to convince a deviant about your point, then you ignore them, then you punish them.

Front 18

Social impact theory

Back 18

conforming to social influence depends on the groups importance, immediacy, and number of people in the group

Front 19

Immediacy in social impact theory

Back 19

how close is the group to you in space and time during the influence attempt

Front 20

Idosyncracy credits

Back 20

Basically people will be less pissed at you if you typically comply to norms and then deviate once or twice, versus someone like Ana who deviates more often and people get irritated w her faster.

Front 21

Normative influence increases with

Back 21

importance, people, no allies, collectivistic cultures

Front 22

Normative influence increases the most with

Back 22

no allies.

Front 23

Minority influence

Back 23

minority of group members influences the behavior or beliefs of the majority. It depends on them sticking to the same view, and being in agreement.

Front 24

What does minority influence depend on?

Back 24

Consistency

Front 25

Minority influence is done via informational or normative influence? How?

Back 25

Informational. They introduce new/unexpected information to the group to make them examine issues more carefully

Front 26

Injunctive norms

Back 26

people’s perceptions of what behaviors are approved or disapproved of by others

Front 27

Descriptive norms

Back 27

people’s perceptions of how people actually behave in given situations regardless of whether the behavior is approved or disapproved of by others.

Front 28

How do injunctive norms motivate people?

Back 28

Promise rewards or punishments

Front 29

How do descriptive norms motivate people?

Back 29

Informing people about what is effective or adaptive behavior

Front 30

Boomerang effect

Back 30

you may cause someone to increase their bad behavior via descriptive norms

Front 31

Most groups have how many members?

Back 31

3-6

Front 32

Social roles

Back 32

shared expectations in a group about how particular people are supposed to behave

Front 33

Problem with social roles?

Back 33

People can get so far into a role that their personal identities and personalities get lost

Front 34

Group cohesiveness

Back 34

qualities of a group that bind members together and promote liking between them

Front 35

Social groups, the more cohesive the group

Back 35

the better

Front 36

For problem solving groups/work groups, the more cohesive the group

Back 36

the worse, potentially

Front 37

How does diversity impact groups?

Back 37

Performance increases with diversity. Group creativity, information sharing, and flexible problem solving increases.

Front 38

Social facilitation and simple well learned tasks

Back 38

improves performance

Front 39

Social facilitation and learning/complex tasks

Back 39

declines performance

Front 40

Social facilitation

Back 40

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

Front 41

Why do we get aroused around others?

Back 41

They make us anxious

Front 42

Social loafing and simple tasks

Back 42

decreases performance

Front 43

Social loafing and learning/complex tasks

Back 43

increases performance

Front 44

Social loafing

Back 44

people are in the presence of others and their individual performance cannot be evaluated the tendency to perform worse on simple or unimportant tasks but better on complex or important tasks

Front 45

Social loafing: women v men

Back 45

loaf increases in men

Front 46

Social loafing: western v eastern cultures

Back 46

loaf increases in western

Front 47

Deindividuation

Back 47

the loosening of normal constraings on behavior when people can’t be identified

Front 48

Process loss

Back 48

any aspect of group interaction that inhibits good problem solving

Front 49

Transactive memory

Back 49

the combined memory of a group that is more efficient than the memory of the individual member

Front 50

How to overcome process loss

Back 50

people learn who is responsible for what kinds of info and take the time to discuss these unshared data

Front 51

Why does group polarization occurs?

Back 51

Persuasive arguments interpretation and social comparison interp

Front 52

Persuasive argument interp

Back 52

all individuals bring to the group a set of arguments supporting their initial recommendation

Front 53

Social comparison interp

Back 53

when ppl disucss an issue in a group, they first check out how everyone else feels

Front 54

Great person theory

Back 54

the idea that certain key personality traits make a persona good leader, regardless of the situation

Front 55

What were the only things that correlated to how effective presidence were in office?

Back 55

Height, small families, and books published

Front 56

Transactional leaders

Back 56

leaders who set clear, short erm goals and reward people who meet them

Front 57

Transformational leaders

Back 57

leaders who inspire followers to focus on common, long-term goals

Front 58

Congingency theory of leadership

Back 58

effectiveness of a leader depends both on how task oriented or relationship oriented the leader is and on the amount of control the leader has over the group

Front 59

Task oriented leaders

Back 59

leaders who are concerned more with getting the job done than with worker’s feelings and relationships

Front 60

Relationship-oriented leaders

Back 60

leaders who are concerned more with workers’ feelings and relationships

Front 61

In what situations do task oriented leaders do better?

Back 61

High control work situations, or low control work situations

Front 62

In what situations do relationship oriented leaders do well in?

Back 62

moderate control work situations

Front 63

High control work situation

Back 63

the leader’s position in the company is clearly perceived as powerful and the work needing to be done by the group is structured and well defined (corporate manager with control ofver each worker’s performance review and merit raise)

Front 64

Low control work situations

Back 64

the leader isn’t perceived as powerful and the work needing to be done is not clearly defined

Front 65

Moderate control work situations

Back 65

everything is working smoothly, but important work still needs to be done.

Front 66

People believe that good leaders have

Back 66

agentic traits

Front 67

Agentic traits

Back 67

assertive, controlling, dominant, indep., self confident

Front 68

Communal traits

Back 68

concerned with welfare of others, warm, helpful, kind, affectionate

Front 69

The glass cliff

Back 69

women are through to be better at managing crises because they are expected to be more communal however since they are put in charge for only crises, it looks like they fail as leaders more often.

Front 70

Social dilemma

Back 70

a conflict in which the most beneficial action for an individual will, if chosen by most people, have harmful effects on everyone

Front 71

Are threats an effective means of reducing conflict?

Back 71

No

Front 72

Does requiring people to communicate raise profits in the experiment with the trucks driving down a one way road?

Back 72

No.

Front 73

What is the limit to successful negotiation?

Back 73

People assume they are locked in a conflict in which only one person can come out ahead.

Front 74

Integrative solution

Back 74

a solution to a conflict whereby the parties make trade-offs on issues, with each side conceding the most on issues that are unimportant to it but important to the other side

Front 75

The more people have stake in a conversation

Back 75

the more biased their perceptions of their opponent

Front 76

Suppressed prejudice

Back 76

a person knows he or she is prejudiced but chooses not to express it in public

Front 77

What is an implicit prejudice

Back 77

a person holds a prejudice without being aware of it

Front 78

When people are attached to a bogus pipeline or other technological lie detectors, how does this affect their willingness to admit their prejudices?

Back 78

They are more likely to admit prejudices that they would otherwise suppress

Front 79

Normative conformity

Back 79

the tendency to go along with the group in order to fufill the group’s expectations and gain acceptance