Brainscape's Knowledge GenomeTM

Browse over 1 million classes created by top students, professors, publishers, and experts.


See full index

Psychology 105 > Module 6: Social Psychology > Flashcards

Module 6: Social Psychology Flashcards

You may prefer our related Brainscape-certified flashcards:
Psychology 101 flashcards GRE® Psychology flashcards AP® Psychology flashcards
1
Q

Social Psychology

A

Studies how we think about and perceive our social world, how other people observe our behaviour, and also how we behave towards others.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

Internal Attribution

A
  • AKA Dispositional Attribution.
  • Trait-based causes
  • Making assumptions based on something that is observed within the person (i.e., their personality)
  • High Consistency, Low Distinctiveness, Low Consensus
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

External Attribution

A
  • AKA Situational Attribution
  • Environmental/situational causes
  • Making assumptions based on something outside the observation of a person (i.e., their situation)
  • High Consistency, High Distinctiveness, High Consensus.
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

Consistency

A

How a person acts in the same situation or contexts across time.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

Distinctiveness

A

Does the person behave similarly across different situations and contexts?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

Consensus

A

Is the person’s behaviour similar to the behaviour of others?

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

Fundamental Attribution Error (FAE)

A

Overestimating the role of dispositional (internal) factors and underestimating the impact of the situation (external) when explaining other people’s behaviour.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

Actor-observer Bias

A

Making more internal attributions towards the behaviour of others, and making situational attributions towards one’s behaviour.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

Self-Serving Bias

A

The tendency to attribute our successes to our abilities, and our failures to others and the situation.

success: internal - take credit for positive events
failure: external - blame external factors for negative events.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

False Consensus Effect

A

One sees one’s pwn behavioural choices and judgements as being relatively common while viewing alternative responses as uncommon.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

Impression Formation

A

How we formulate opinions about individuals or groups. First impressions made quickly (seconds to minutes); enduring
-Primacy effect

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

Confirmation Bias

A

Occurs when we are more likely to attend to and process facts or events that are consistent w/ our initial impression.

Conversely, information that contradicts our beliefs is either discarded or ignored - we do not attend to disconfirming evidence.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

Self-fulfilling Prophecy

A

When our beliefs and expectations influence our behaviour at the subconscious level.

  • Self-imposed
  • Other-imposed
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

Social Influence

A

Our thoughts and behaviours affected by the behaviour of others.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

Social Norms

A

Implicit, specific rules, shared by a group of individuals that guide their interactions w/ others.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

Individualistic Cultures

A

U.S., Canada (West)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
17
Q

Collective Cultures

A

China, Japan (East)

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
18
Q

Conformity

A

The extent to which individuals modify their behaviour to be consistent with the behaviour of others in the group.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
19
Q

Groupthink

A

A strong concurrence - seeking tendency that interferes w/ effective group decision making.
(Conformity to the extreme in decision making process).

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
20
Q

Overestimating the group

A

Perceived invulnerability; morality.

Thinking that the group wouldn’t make mistakes w/ their decisions.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
21
Q

Close-mindedness

A

Collective rationalization; stereotyped views of an out-group.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
22
Q

Pressure foor uniformity

A

Direct pressure on dissenters; self-censorship; illusions of unanimity; self-appointed mindguards.

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
23
Q

Bystander Effect

A

A person in need of help is less likely to receive help as the number of bystanders increase. Help is better achieved when there are a few bystanders present.

24
Q

Diffusion of Responsibility

A

As the number of people present increases, the relative level of accountability of each person decreases. If there is one bystander present, they assume 100% of the responsibility.

25
Q

Pluralistic Ignorance

A

A social psychological concept that occurs when people fail to act because they rely on social cues from others to guide their behaviour, without realizing that others also face uncertainty.

26
Q

Attitudes

A
  • Thoughts, ideas, and opinions.
  • Attitudes shape behaviours and behaviours shape attitudes.
  • Has 3 components (ABC)
27
Q

Affective Component

A

Emotions or feelings about specific attributes or overall object.

28
Q

Cognitive Component

A

Addresses the thoughts one may have about someone or something. Beliefs about specific attributes or overall object.

29
Q

Behavioural Component

A

Addresses the actions taken. Behavioural intentions w/ respect to specific attributes or overall objects.

30
Q

Cognitive Dissonance

A

When attitudes and behaviours are inconsistent, a state of unease is felt, which the individual is then motivated to reduce.

When there are strong feelings of cognitive dissonance, the individual is highly motivated to reduce the level of incongruence. Some of the ways people can reduce cognitive dissonance include (1) changing the attitude, (2) changing the behaviour, (3) distorting attitude(s), or (4) distorting perceived behaviour (s).

31
Q

Stereotypes

A

Attitudes and opinions about people based on the group they are affiliated with. Can be positive or negative, but often seen as negative.

32
Q

Stereotype Threat

A

Members of a stereotyped group have a fear of acting in ways that are consistent w/ the prevailing stereotype affiliated with the said group.

33
Q

Prejudice

A

Learned, negative attitudes or opinions that a person has towards certain groups based on characteristics (group membership).

34
Q

Discrimination

A

Adverse behaviours directed at groups towards which one holds negative and prejudicial beliefs.

35
Q

Categorization

A
  • ‘Us and them’ thinking
  • Biases
    • In-group favouritism
    • Out-group derogation
    • Stereotypes
36
Q

Realistic Conflict Theory

A

Competition for limited resources.

37
Q

Social Identity Theory

A

Creating prejudice towards others due to a need for boosting one’s self-esteem.

38
Q

Reducing Prejudice

A

Mutual Interdependence

-Making groups work together towards a common goal.

39
Q

Initial Attraction

A

Factors that increase liking include:

  • physical attractiveness
  • physical proximity
  • similarities
  • mere exposure effect
40
Q

Physical Attractiveness

A

People are strongly influenced, at least in initial encounters, by physical attractiveness. Facial symmetry and proportions affect perceived attractiveness. Those who are physically attractive usually have positive characteristics.

41
Q

Similarity

A

We like those who are like us.

42
Q

Physical Proximity

A

You will never really become friends or intimate w/ someone you have never met! (Even though y’all are moots, it’s not the same as in person)

43
Q

Mere Exposure Effect

A

The more time and experience that we have to someone is associated with an increased liking of that person.

44
Q

Instrumental Aggression

A

Violent behaviour is purposeful and is a means to achieve some goal.
ex: playing football

45
Q

Hostile Aggression

A

The sole purpose of inflicting harm on another living creature (animal or human).

46
Q

Aggression

A

Behaviour aimed at harming others physically or psychologically.

47
Q

Factors Influencing Agression

A
  • Genetics
  • Heat
  • Crowding
  • Provocation
  • Painful Stimuli
  • Reinforcement
  • Modeling
48
Q

Behaviour Modelling

A

Learning to complete a task simply by simply copying the behaviour of a person.
ex: Bandura’s Bobo Doll

49
Q

Social Learning

A

Learning behaviours and skills by watching others engage in those behaviours.
ex: Children copying adults

50
Q

Altruism

A
  • AKA Prosocial Behaviours
  • Helping others without the expectation of anything in return.
  • For no personal gain
51
Q

Reciprocal Altruism

A

Engaging in what appears to be prosocial behaviours w/ the expectation of getting something in return. Deviates from pure altruism.

52
Q

Altruism…

A
  • makes us happy
  • is good for our health
  • is good for our love lives
  • fights addiction
  • promotes social connections
  • is contagious
53
Q

Reciprocity Norm

A

The idea that if others help us, then we should provide something in return.

54
Q

Persuasion/Compliance

A

Using the reciprocity norm to gain compliance

-Has 3 methods/techniques

55
Q

Foot-in-the-Door Technique

A

Asking for a small request initially, and then continue to ask small requests until the desired larger request is achieved. This method works because of the commitment in saying “yes”.

56
Q

Door-in-the-Face Technique

A

A reasonably large request refused at first will increase the likelihood of a smaller related, desired, request being accepted. This method works because it relies on the reciprocity norm. The rejected big request is compromised by agreeing to the smaller request.

57
Q

Lowballing

A

Pitching an attractive offer at first, making the customer committed to the offer, and then increasing the price or reveal the actual worse deal after the commitment. Often used by salespeople and marketers.

Psychology 105 (9 decks)

Brainscape helps you reach your goals faster, through stronger study habits.
© 2024 Bold Learning Solutions. Terms and Conditions