Personality & Perception: Chapter 3 Flashcards
1
Q
individual differences
A
- describe how a person’s skills and abilities, personality, perceptions, attitudes, emotions, and ethics combine
- forms the essence of who that person is at their most fundamental level
2
Q
personality characteristics
A
- attribution
- attitudes
- ethics
- skills and abilities
- personality
- perception attribution
- values
3
Q
situational characteristics
A
- job
- organization
- personal life
- physical environment
- social setting
- time constraint
- workgroup
4
Q
interactional psychology
A
approach that emphasizes that to understand human behaviour, we must know something about the person and the situation
5
Q
basic propositions of interactional psychology
A
- Individual codes of ethics, professional oaths, and organizational credos must all be anchored in a moral, ethical framework
- The person is active in this process and is changed by situations and is also able to change situations
- People vary in many characteristics, including cognitive, affective, motivational, and ability factors
- 2 interpretations of situations: the objective situation and the person’s subjective view of the situation
6
Q
abilities
A
natural capacities that allow an individual to perform a particular job or task successfully
7
Q
skills
A
talents that have been acquired through a sustained effort to carry out activities or job functions including ideas, things, and people
8
Q
g factor
A
- measure of an individual’s general mental ability
- significant predictor of individual differences in many social outcomes, particularly in education and employment
9
Q
personality
A
- relatively stable set of characteristics that influence how consistent an individual is in their own behavior across time and across contexts
- tendency of a person to think, feel, and behave in a certain way
10
Q
trait
A
distinguishing qualities or features belonging to a person
11
Q
the Big 5
A
extroversion, openness, neuroticism, conscientiousness, agreeableness
vs
introversion, cautiousness, emotional stability, disorganized, disagreeableness
12
Q
the dark triad
A
- psychopathy
- machiavellianism
- narcissism
vs
- empathy
- scrupulous
- selflessness
13
Q
HEXACO
A
humility, emotional stability, extraversion, agreeableness, conscientiousness, openness
14
Q
core self-evaluation
A
- broad set of personality traits that refers to the positiveness of a person’s self-concept
- subconscious, fundamental evaluation of a person’s abilities
15
Q
high CSE consequences
A
- more popular
- make more money
- have higher prestige jobs
- higher job satisfaction
16
Q
locus of control
A
generalized belief about internal (self) versus external (situation or others) control
17
Q
internal locus of control
A
people who believe they control what happens to them
18
Q
external locus of control
A
people who believe that circumstances or other people control their fate
19
Q
self-efficacy
A
person’s overall view of themselves as being able to perform effectively in a wide variety of situations.
20
Q
having low self-efficacy
A
often feel ineffective and may express doubts about performing a new task well
21
Q
self-esteem
A
- affect-based
- how we view ourselves compared to others
22
Q
self-worth
A
- cognitive-based
- how we view ourselves
23
Q
self-monitoring
A
extent to which people base their behaviour on cues from other people and situations
24
Q
high self-monitoring advantages
A
- motivated to attain high social status than low self-monitors
- more likely to accomplish tasks by meeting the expectations of others
- seek out central positions in social networks
- more likely to use self-promotion to make others aware of their skills and accomplishments
- behaviour is inconsistent across different situations
25
high self-monitoring disadvantages
- more susceptible to groupthink and other herd mentalities
- may be seen as hypocritical/two-faced by those who perceive the changes in behaviour as insincerity
26
low self-monitoring
behaviour is consistent across different situations.
27
positive affect
individuals who focus on the positive aspects of themselves, other people, and the world in general
28
negative affect
individuals who accentuate the negative in themselves, others, and the world
29
situational strength
Some situations allow for a free expression of personality, while other situations provoke a narrower range of behaviour
30
strong situation
exerts clear pressure to act a certain way
31
projective test
- relies on the individual's interpretation of an ambiguous or abstract image
- rationale: each individual responds in a way that reflects their unique personality
- low reliability
- example: Rorschach test
32
behavioural measure of personality
- examine an individual’s behaviour in a controlled situation
- unreliable, as the individual usually knows they are being observed
- interpretation of the observer might not be accurate
33
self-report questionnaire
tool that analyzes an individual's responses to a series of questions
34
Myers-Briggs Type Indicator
- instrument designed to formally evaluate people, and provide descriptive profiles of their personality types
- can provide insights into their individual differences - - has been used in career counseling, team building, conflict management, and understanding management styles
35
advantages of Myers-Briggs Type Indicator
- simple
- relatively accurate
36
disadvantages of Myers-Briggs Type Indicator
- behaviour varies from situation to situation
- some argue behaviour cannot be categorized
- poor predictor of work performance
37
social perception
- process of interpreting information about another person (or a group) and making inferences about them as individuals.
- "making sense of people"
38
characteristics of the perceiver (social perception)
- mood
- attitudes
- self-concept
- cognitive structure
- familiarity with the target
39
characteristics of the target (social perception)
- physical appearance
- verbal communication
- non-verbal cues
- intentions
40
characteristics of the situation (social perception)
- context of the interaction
- strength of situational cues
41
barriers of social perception
- selective perception
- stereotyping
- first impression error
- projection
- self-fulfilling prophecy
42
discounting principle
dismissing one's behaviour by attributing it to situational factors, rather than personality
43
attribution theory
how we pinpoint the causes of our own behaviour and that of other people (situational vs internal)
44
consensus (Kelley’s Covariation Model)
extent to which peers in the same situation behave the same way
45
distinctiveness (Kelley’s Covariation Model)
degree to which the person behaves the same way in similar situations
46
consistency (Kelley’s Covariation Model)
frequency of a particular behaviour over time
47
example of distinctiveness, consistency and consensus
Suppose you have received several complaints from customers regarding one of your customer service representatives, John.
You have not received complaints about your other service representatives (low consensus).
Reviewing John’s records, you find that he also received customer complaints during his previous job as a sales clerk (low distinctiveness). The complaints have been coming in steadily for three months (high consistency).
In this case, you would most likely make an internal attribution and conclude that the complaints must stem from John’s behaviour.
The combination of low consensus, low distinctiveness, and high consistency suggests internal attributions.
48
integration
process of forming impressions about others
49
confirmation
ongoing efforts of integrate new information into the impression that we have already made
50
perceptual screen
psychological process that evaluates all input
51
heuristics
- mental shortcuts
- information-processing hack to reduce information to manageable levels
52
cognitive biases
- mistakes in reasoning, evaluating, and remembering
- create barriers, which prevent us from perceiving others accurately
53
implicit biases
influence our beliefs and opinions without our realizing
54
selective perception or confirmation bias
tendency to prefer information that supports their viewpoints and ignore or reject information that threatens those viewpoints
55
stereotype
- generalization about a group of people
- reduce information about other people to a workable level, so that it can be compiled efficiently
- not inherently bad
- become stronger when validated by others
56
fundamental attribution error
we tend to attributions to internal causes when focusing on one's behaviour (internal attribution)
57
self-serving bias
when we succeed, we take credit for it; when we fail, we blame the situation.
58
projection or false consensus effect
- misperception of the commonness of our own beliefs, values, and behaviours that leads us to overestimate the number of others who share them
- we assume that others are similar to us, and that our own values and beliefs are appropriate
59
first impression error
when we observe a very brief bit of a person’s behaviour in our first encounter and infer that this behaviour reflects what the person is really like
60
halo effect
when one aspect of a person is viewed positively, all of their aspects are assumed to be positive
61
recency effect
tendency to weigh recent events more heavily than earlier events
62
primacy effect
tendency to weigh early events more heavily than recent events
63
contrast effect
tendency to diminish or enhance the measure of one target through comparison with another recently observed target
64
self-fulfilling prophecy
our expectations affect the way we interact with others such that we get what we expect
65
self-fulfilling prophecy example
Teachers were given bogus information that some of their pupils had high intellectual potential. These pupils were chosen randomly; there were really no differences among the students.
Eight months later, the “gifted” pupils scored significantly higher on an IQ test. The teachers’ expectations elicited growth from these students, and the teachers had given them tougher assignments and more feedback on their performance.*
66
impression management
- process by which individuals try to influence the impressions others have of them
- tactic used in job interviews
