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21 Cards in this Set

  • Front
  • Back

Social psychologists

Study social behavior and how people influence one another

Altruistic behavior

Helping others without a benefit to ourselves

Prisoner's dilemma

A situation where people choose between a cooperative act and a competitive act that benefits themselves but hurts other

Social loafing

The tendency to "loaf" (or work less hard) when sharing work with other people

Frustration-aggression hypothesis

The main cause of anger and and aggression is frustration- an obstacle that stands in the way of doing something or obtaining something

Attribution

The set of thought processes we use to assign causes to our own behavior and that of others

Internal (Dispositional) attributions

Explanations based on someone attitudes, personality traits, abilities, or other characteristics

External (Situational) Attributions

Explanations based on the situation, including events that would influence almost anyone

Consensus information

How the person's behavior compares with other people's behavior

Consistency information

How the person's behavior varies from one time to the next

Distinctiveness

How the person's behavior varies from one situation to another

Fundamental attribution error

Internal attributions for behavior even when we see evidence for an external influence on behavior (aka correspondence bias)

Actor-Observer effect

People are more likely to make internal attributions for other people's behavior and more likely to make external attributions for their own

Self-serving bias

Attributions that we adopt to maximize credit for success and minimize blame for failure

Attitude

A like or dislike that influences behavior

Cognitive dissonance

A state of unpleasant tension that people experience when they hold contradictory attitudes or when their behavior contradicts their attitudes, especially if the inconsistency distresses them

Foot-in-the-door technique

Someone starts with a modest request, which you accept, and follows with a larger request

Bait-and-switch technique

First offers an extremely favorable deal, gets the other person to commit to the deal, and then makes additional demands

Sleeper effect

Delayed persuasion by an initially rejected message

Conformity

Altering one's behavior to match other people's behavior or expectations

Zimbardo experiment

Prison experiment in Stanford