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PSYC 6
Social Psychology
| Term | Definition |
|---|---|
| Conformity | A change in behavior or belief to accord with others. |
| Obedience | Acting in accord with a direct order. |
| Asch's Studies of Conformity | Subject #6 experienced uneasiness and conflict after hearing 5 people before him give a wrong answer. 63% did not conform, but no obvious pressure, no rewards/punishments. Compliance can take precedence over moral sense. |
| Milgram's Obedience Experiments | Demands of authority clash with demands of conscience. Teacher punishes learner with increasing shocks if word errs. Obedience is explicitly commanded. Without coercion, people did not act cruelly. |
| Obedience Breeding | 1. Emotional distance of victim 2. Closeness and Legitimacy of Authority 3. Institutional Authority 4. Liberating Effects of Group Influence |
| Persuasion | The process by which a message induces change in beliefs, attitudes, or behaviors. |
| Central Route to Persuasion | Occurs when interested people focus on the arguments and respond with favorable thoughts. Explicit and reflective. Analytical people has a high need for cognition. |
| Peripheral Route to Persuasion | Occurs when people are influenced by incidental cues, such as a speaker's attractiveness. Implicit and automatic. People who like to conserve their mental resources have a low need for cognition - quicker to respond to peripheral cues. |
| Credibility | Believability. A credible communicator is perceived as both expert and trustworthy. If a credible person's message is persuasive, its impact may fade as its source is forgotten/dissociated from the message. |
| Sleeper Effect | A delayed impact of a message that occurs when an initially discounted message becomes effective, as we remember the message but forget the reason for discounting it. |
| Attractiveness | Having qualities that appeal to an audience. An appealing communicator (often someone similar to the audience) is most persuasive on matters of subjective preference. People who act as we do, subtly mimicking our postures, are likewise more influential. |
| Elements of persuasion | 1)Communicator (who) 2)Message (what) 3)How message is communicated (method) 4)Audience (whom) |
| Reason Vs. Emotion | Thoughtful, involved audience often travel central route, more responsive to reasoned arguments. Uninvolved audiences more often travel peripheral route, more affected by their liking of the communicator. |
| Effect of Good Feeling | Good feelings often enhance persuasion. People who are in a good mood view the world through rose-colored glasses. They also make faster, more impulsive decisions; rely more on peripheral cues. |
| Effect of Arousing Fear | The more frightened and vulnerable people, the more they respond. More effective if message leads people not only to fear the severity and likelihood of a threatened event but also to perceive a solution and feel capable of implementing it. |
| Life Cycle Explanation | Attitudes change as people grow older (Ex: more conservative). |
| Generational Explanation | Attitudes do not change. Older people largely hold onto the attitudes they adopted when they were young. Because these attitudes are different from those being adopted by young people today - generation gap develops. |
| Cult (New Religious Movement) | A group typically characterized by: 1) Distinctive rituals and beliefs related to its devotion to a god/person 2) Isolation from the surrounding "evil" culture 3)A charismatic leader [A sect, by contrast, is a spinoff from a major religion] |
| Attitude Inoculation | Exposing people to weak attacks on their attitudes so that when stronger attacks come, they will have refutations available. |
| Social Implosion | Cult separates members from previous social support systems and isolates them with other cult members. External ties weaken until group collapses inward socially, each person engaging only with other group members. Lose access to counterarguments. |
| Poison Parasite Defense | Combines a poison (strong counterargument) with a parasite (retrieval cues that bring those arguments to mind when seeing the opponent's ads) |
| Co-actors | Co-participants working individually on a noncompetitive activity. |
| Social Facilitation | 1) Original meaning: tendency of people to perform simple or well-learned tasks better when others are present. 2) Current meaning: the strengthening of dominant (prevalent, likely) responses in the presence of others. |
| Evaluation Apprehension | Concern for how others are evaluating us. Enhancement of dominant responses is strongest when people think they are being evaluated. |
| Social Loafing | The tendency for people to exert less effort when they pool in their efforts toward a common goal than when they are individually accountable. Noisemaking is vulnerable to group inefficiency. Group situation decreased evaluation apprehension. |
| Free Riders | People who benefit from the group but give little in return. |
| Rope-Pulling Apparatus | People in the first position pulled less hard when they thought people behind them were also pulling. Group members may actually be less motivated when performing additive tasks. |
| Deindividuation | Loss of self-awareness and evaluation apprehension; occurs in group situations that foster responsiveness to group norms, good or bad. |
| Self-Awareness | Opposite of deindividuation. People who are self-conscious exhibit greater consistency between their words outside a situation and their deeds in it. Self-Control. |
| Group Polarization | Group-produced enhancement of members' preexisting tendencies; a strengthening of the members' average tendency, not a split within the group. |
| Social Comparison | Evaluating one's opinions and abilities by comparing oneself to others. We may express stronger opinions after discovering that others share our views. |
| Groupthink | The mode of thinking that persons engage in when concurrence-seeking becomes so dominant in a cohesive in-group that it tends to override realistic appraisal of alternative courses of action. Cohesive, isolation, directive leader. |
| Risky Shift Phenomenon | During discussions, opinions converged toward a riskier decision. Not universal. Strong tendency for discussion to accentuate initial leanings. |
| Accentuation effect | Over time, initial differences among groups of college students become accentuated. |
| Informational Influence | Influence that results from accepting evidence about reality. When people hear relevant arguments without learning the specific stands other people assume, they still shift their positions. Factual elements. |
| Normative Influence | Influence based on a person's desire to be accepted or admired by others. When people learn other's position, without prior commitment/discussion, they often adjust their responses to maintain a socially favorable person. Value-laden judgments. |
| Pluralistic Ignorance | They don't realize how strongly others support the socially preferred tendency. |
| Symptoms of Group Think | 1) Overestimation: illusion of invulnerability, unquestioned belief of morality. 2) Close-minded: rationalization, stereotyped view of opponent 3) Uniformity: conformity pressure, self-censorship, illusion of unanimity, mindguards |
| Preventing Groupthink | 1)Impartial 2)Encourage critical eval 3)Subdivide, reunite group 4)Welcome outside critique 5)Second chance meetings |
| Reactance | A motive to protect or restore one's sense of freedom. Reactance arises when someone threatens our freedom of action. |
| Leadership | The process by which certain group members motivate and guide the group. |
| Transformational Leadership | Leadership that, enabled by a leader's vision and inspiration, exerts significant influence. |
| Bad Faith | Evading responsibility by blaming something or someone for one's fate. |
| Boomerang Effect | Anticonformity. |
| Minority Slowness Effect | A tendency for people with minority views to express them less quickly than do people in the majority. |
| Task Leadership | Organizing work, setting standards and focusing on goal attainment. Directive style, one that can work well if the leader is bright enough to give good orders. |
| Social Leadership | Building teamwork, mediating conflicts, and being supportive. Democratic style, one that delegates authority, welcome input from team members, and helps prevent groupthink. |
| Great Person Theory of Leadership | All great leaders share certain traits. Not true, effective leadership styles vary with the situations. |
| Prejudice | A preconceived negative judgment of a group and its individual members. Negative attitude. |
| Stereotype | A belief about the personal attributes of a group of people. Stereotypes are sometimes overgeneralized, inaccurate, and resistant to new information. Negative beliefs. |
| Discrimination | Unjustified negative behavior toward a group or its members. Negative behavior. |
| Racism | 1)An individual's prejudicial attitudes and discriminatory behavior toward people of a given race, or 2) Institutional practices (even if not motivated by prejudice) that subordinate people of a given race. |
| Sexism | 1)An individual's prejudicial attitudes and discriminatory behavior toward people of a given sex, or 2)Institutional practices (even if not motivated by prejudice) that subordinate people of a given sex. |
| Dual Attitude System | Different explicit (conscious) and implicit (automatic) attitudes toward the same target. Explicit may change dramatically with education, implicit lingers, changing only with new habits through practice. |
| Modern prejudice/racism (subtle prejudice) | Race sensitivity that leads to exaggerated reactions to isolated minority persons. Inflated praise and insufficient criticism. Appears as patronization |
| Women-are-Wonderful Effect | Perceive women as more understanding, kind, and helpful, a favorable stereotype results in a favorable attitude. |
| Benevolent Sexism | Women have a superior moral sensibility. |
| Hostile Sexism | Once a man commits, she puts a tight leash. |
| Ethnocentric | Believing in the superiority of one's own ethnicity and cultural group, and having a corresponding disdain for all other groups. |
| Realistic Group Conflict Theory | Prejudice arises from competition between groups for scarce resources. |
| Social Identity | The "we" aspect of our self-concept; the part of our answer to "Who am I?" that comes from our group memberships. |
| Ingroup | "Us": a group of people who share a sense of belonging, a feeling of common identity. |
| Outgroup | "Them": a group that people perceive as distinctively different from or apart from their ingroup. |
| Ingroup Bias | The tendency to favor one's own group. |
| Terror Management | According to "terror management theory", people's self-protective emotional and cognitive responses (including adhering more strongly to their cultural worldviews and prejudices) when confronted with reminders of their mortality. |
| Outgroup Homogeneity Effect | Perception of outgroup members as more similar to one another than are ingroup members. Thus, "they are alike; we are diverse." |
| Own-race Bias (Cross-Race/Other-Race Effect) | Tendency for people to more accurately recognize faces of their own race |
| Just-World Phenomenon | Tendency of people to believe that the world is just and that people therefore get what they deserve and deserve what they get. |
| Subtyping | Accommodating individuals who deviate from one's stereotype by thinking of them as "exceptions to the rule". |
| Subgrouping | Accommodating individuals who deviate from one's stereotype by forming a new stereotype about this subset of the group. |
| Stereotype Threat | A disruptive concern, when facing a negative stereotype, that one will be evaluated based on a negative stereotype. Unlike self-fulfilling prophecies that hammer one's reputation into one's self-concept, stereotype threat situations have immediate effects |
| Displaced Aggression | When the cause of our frustration is intimidating or unknown, we often redirect our hostility. |
| Gause's Law | Maximum competition will exist between species with identical needs. |
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