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Social Psych Flashcards

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1
Q

Kurt lewin

A

Field theory 1930s

Behavior is a function of the interaction between ppl and env

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2
Q

Life space

A

Field theory - tension moves people

Valence

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3
Q

Gordon alport

A

Defines social psychology how a persons thoughts feelings and beg are influenced by the presence of other people

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4
Q

Zygarnic effect

A

We remember unfinished tasks better than finished tasks (remember that which you’re unsure about)

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5
Q

Social comparison theory

A

Low self esteem (compare to those less fortunate)

When unsure of our opinion or ability, we compare ourselves to others who are similar

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6
Q

Attribution theory

A

Causal attributions

  • external or situational
  • internal or dispositional
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7
Q

Fundamental attribution error

A

Underestimate situational causes of others

That is, overestimate the dispositional of others

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8
Q

Belief in a just world

A

Result of fundamental attribution error

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9
Q

Prisoners dilemma game

A

People compete straight away

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10
Q

Self perception theory

A

When internal cues are absent, we infer feelings and beliefs from behavior or external cues

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11
Q

Self verification theory

A

We need and seek confirmation of our self concept whether positive or negative

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12
Q

Social identity theory

A

Self esteem through personal and social identity. Social identity is enhanced by believing the I group is attentive and belittling tha out group

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13
Q

Life events relate to happiness how

A

Short term but not long term

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14
Q

Personal fable

A

Adolescence (formal operational)

Uniqueness and invulnerability

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15
Q

Two types of relational aggression

A

Reactive - easily provoked, difficulty controlling impulses, react aggressively - intent to retaliate
Proactive - means of achieving a goal

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16
Q

Incomplete consideration of alternatives and consequences can lead to

A

Groupthink

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17
Q

Actor observer effect

A

Our own actions are seen as more influenced by circumstances or the task itself

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18
Q

Self-serving bias

A

Get job applied for - attribute to self
Don’t get job - circumstances - external
Influenced by the outcome of our behavior
Not apply to depressed (opposite)

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19
Q

Attitudes

Correlatin with behavior

A

Stable predispositions
bUT correlation between attitude and behavior is weak EXCEPT under certain circumstances such as specific, well informed, and consistent with social norms

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20
Q

Attitude change

Cognitive Constance theories

A

Discomfort when cognition a are inconsistent - so change cognitions

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21
Q

Fritz heiders balance theory

A

Liking and agreeing go together

When not in balance, you shift to agree or change opinion

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22
Q

Festingers cognitive dissonance theory

A

Contradiction between belief and behavior

Likely to change belief if believe that behavior was voluntary

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23
Q

Participate unpleasant activity for $500 versus $1

A

$1 likely to change attitude (must be invested since no incentive)

24
Q

Attitude change
Source-> target
Factors for change

A 
Understanding
Attention
Acceptance: 
  Characteristics of source
   Content 
    Target
25
Q

Attitude change
Acceptance
Source

A

Prestige (expertise)
Trustworthiness (credible)
Attractiveness
Similarity (like them)

26
Q

Attitude change

Characteristics of message

A

Brief
Repeated (exposure)
Moderate difference
Some targets prefer one sided
Inclined already to agree, less educated, unlikely to hear other side
Some two sided
Initially opposed, well edu, likely to hear other side

27
Q

Fear and attitude change

A

Not influential unless message includes clear concrete way to avoid consequence

28
Q

Attitude change

Context

A

Inoculation - small amount of persuasive argument to raise your defense against that argument
OR weak against own idea prevents new strong idea

Forewarning - if told content before hears argument lowers effectiveness UNLESS target wants to be liked by the source

29
Q

Attitude change

Targets

A

Low self esteem, low iQ - simple argument most pursuasive

High - more complex more pursuasive

30
Q

Pro social behavior

When will a bystander act to help a stranger in distress?

A

Fewer people around more likely to help

May fear helping wrongly or worry they’ll be blamed for situation later on - evaluate cost

Assume others will help - diffusion of responsibility

If distress is conspicuous do help, personally involved do help

31
Q

Social influence and by stander effect

A

Look to others for how to behave when situation is ambiguous

32
Q

Cooperation - Robbera cave experiment

A

High cohesion within group and high conflict between groups

Super ordinate goals resulted in loss of conflict

33
Q

Aggressive behavior
Social learning theory
Bandura
TV

A

Learned

Bobo dolls

34
Q

Aggression
Catharsis
Deindividuation

A

Draining aggression - not supported and leads to more aggression

Crowd effect - lessens inhibition and ncrwSes aggression

35
Q

Social Role theory

Or script theory

A

We internaliSe our social roles and eventually become these rolls

36
Q

Zombardo’s prison study

A

Assigned roles determine behavior or strongly influence it

37
Q

Pseudo patient experiment

Rosenhan

A

Drs treated confederates as crazy -psychotic
Roles influence the behaviors of others
But other patients generally not fooled

38
Q

Obedience - submit to authority

Milgrim

A

Teacher and learner - shocks
People obey when they think a person is a legitimate authority
Subjects underestimated how much they and others would obey

39
Q

Conformity
Due to social pressure conform behavior
Influences:

A

Deviancy: if we already feel different and we want to avoid disapproval - more likely to conform

Unanimous in judgement

Group size: as increases so does conformity

Cohesiveness; as above
Anonymous: less conformity
The more different the more pressure to conform
Low iq high need for approval low self esteem authoritarianism

40
Q

Minority influence

A

Under the following conditions:

bEST: Position is firm and consistent but not perceived as biased or rigid
Not a member of a familiar social group arguing in favor of that groups interest

Idiosyncrasy credit: hx of conforming then occasionally differing - spending brownie points

41
Q

Compliance - agree to behave a way because asked
Foot in the door
Door in the face
Jack Brent and reactance theory

A

Agree to small request then asking for larger
Asking big then asking for less (fake compromise)
Opposite of compliance - higher pressure lead to feeling of losing choice and digs in

42
Q 
Social power - influence needs power
French and Raven propose 5 or 6 power relationships - often combine
Coercive 
Reward
Legitimate 
Expert
Referant power
Informational
A 
Power to punish
Reward
Actual, Milgrim experiment
Superior skill or knowledge
Admire or like
Has info we need
43
Q

Group behavior
Social facilitation
Social loafing

A

Sometimes we perform better in front of others
- task simple or well learned
When others are there to pick up the slack, we slack - simple, boring, and require same effort for everyone - reduced if believe contributions are identifiable or necessary - or when seen as challenging or personally relevant

44
Q

Group decision making
Group polarization or risky shift
Group think - Janis

A

Generally superior
But tendency for more extreme positions after group discussion ( risky if in risky direction ) - more likely if pursuasive and if perceived as in group
Cohesive groups with a strong leader where dissent is stifled and criticism stifled - can produce extreme views. Assign a devils advocate or leader refrains from giving opinion

45
Q

Crowding

A

High density situations enhance whatever feeling you’re already having
Less if distracted
Men more sensitive

46
Q

Field theory - as get near approach/avoid conflict

A

Strength of both increase but negative increases more

47
Q

The Y and the chain

The circle and the all channel

A

Centralized communication networks - info flows through one person - only person likely to be satisfied
Efficient for simple tasks

Decentralized communication networks - info flows freely - all people likely to be satisfied

48
Q

Health belief model

A 
Perceived susceptibility
Perceived severity
Perceived benefits
Perceived barriers
Providing cues to action (reminders)
49
Q

Threats of retAliation

A

Work to deter violence if threatened is of high power

Increase aggression if the retaliatory has previously provoked the person

50
Q 
Group tasks
Additive
Conjunctive
Disjunctive
Compensatory
Complementary
A

Add- addition of individual efforts so outcome is combination
Con - product determined by least competent member
Dis- product determined by most skilled member
Compensatory - average input (judges)
Complementary - more than sum of parts (orchestra)

51
Q

Subjective validation
Barnum effect
Forer effect

A

Evaluating as accurate because find it personally meaningful
- accepting as uniquely personal not realizing could be applied to anyone

52
Q

Contrast effect

A

What precedes or presented together effects judgment (shades of color, attractiveness, performance etc)

53
Q

Social facilitation

Social inhibition

A

Increased arousal may underlie - do a better job with others around

Do worse when others around

54
Q

Adverse impact

A

Hiring rate for a minority group is less than 80% of majority group

55
Q

Decrease cohesiveness
Heterogeneous
Not directive leader

A

Better decision making

56
Q

Decentralized network

A

Higher worker satisfaction

Psychology (5 decks)

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