Social Psychology Flashcards

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1
Q

Define attitude.

A

A positive or negative evaluative reaction towards a stimulus, e.g. a person, action, object or concept

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2
Q

Define prejudice.

A

To judge, often negatively, without having relevant facts, usually about a group or its individual members

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3
Q

Define conformity.

A

The adjustment of individual behaviours, attitudes + beliefs to a group standard

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4
Q

State 3 factors that affect conformity.

A

Group size: increases up to a group size of 5 (no increase thereafter)
Presence of a dissenter: 1 person disagreeing greatly reduces conformity
Culture: greater in collectivistic cultures

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5
Q

Describe the Asch study on conformity and what it showed.

A

Simple vision test comparing lengths of lines + put a subject in the room with several actors who all chose the wrong answer
Majority of people conformed when everyone else chose the wrong answer
In the control group, < 1% conformed

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6
Q

Define obedience.

A

Compliance with commands given by an authority figure

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7
Q

State 4 factors influencing obedience.

A

Remoteness of the victim
Closeness + legitimacy of the authority figure
Diffusion of responsibility (obedience increases when someone else takes the blame)
NOT personal characteristics

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8
Q

Describe the Milgram experiment on obedience.

A

1 learner + 1 teacher
They were told the experiment studied the effect of punishment on memory + to deliver increasingly intense shocks as the actor made increasing mistakes
Even though the shock had reached a fatal level when the actor seemed unconscious or even dead, the majority of subjects still obeyed the commands

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9
Q

Define Social Loafing.

A

The tendency for people to expend less individual effort when working in a group than when working alone

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10
Q

State 4 factors that make social loafing more likely to occur.

A

Person believes that the individual performance is not being monitored
Task/ group has less value or meaning to the person
Person generally displays low motivation to strive for success
Person expects other group members will display high effort

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11
Q

In which gender and cultures are social loafing more likely to occur?

A

All male groups

Individualistic cultures

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12
Q

When might social loafing disappear?

A

Individual performance is being monitored
Members highly value their group/ task goal
Groups are smaller
Members are of similar competence

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13
Q

Define group polarisation.

A

The tendency for people to make decisions that are more extreme when they are in a group as opposed to a decision made alone/ independently

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14
Q

Define group think.

A

The tendency of group members to suspend critical thinking because they are striving to seek agreement

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15
Q

State 4 situations that make group think more likely to occur.

A
Group...
is under high stress to reach a decision 
is insulated from outside input 
has a directive leader 
has high cohesiveness
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16
Q

What are the 5 steps of the Bystander effect?

A

Notice the event
Decide whether it really is an emergency (social comparison: see how others are responding)
Assuming responsibility to intervene (diffusion of responsibility: believe someone else will help)
Self-efficacy in dealing with the situation
Decision to help (based on cost-benefit analysis e.g. danger)

17
Q

State 2 methods of overcoming the Bystander effect.

A
Reduce restraints on helping:  
Reduce ambiguity + increase responsibility 
Enhance guilt + concern for self-image 
Socialise altruism:
Teaching moral inclusion 
Modelling helpful behaviour  
Attributing helpful behaviour to altruistic motives  
Education about barriers to helping
18
Q

Describe the Bystander effect experiment by Darley and Latane and describe the results it obtained.

A

Participants to take part in a discussion about ‘personal problems’ over the radio
An actor in the adjacent room pretended to have a seizure
When alone: majority of participants helped
When in a group of 4: ~30% helped
When in a group of >4: hardly anyone helped

19
Q

Outline the 3 leadership styles described by Kurt Lewin.

A

Authoritarian/autocratic style: all decision making done by leader. Don’t listen to suggestions of subordinates
Democratic/participative: makes decisions after consulting group
Laissez-faire/ free reign style: leaves the group entirely to itself

20
Q

According to planned behaviour theory, what might externally influence our attitudes?

A

Beliefs about important others’ attitude towards a behaviour
Builds a subjective norm

21
Q

Define cognitive dissonance

A

A conflict between thoughts, beliefs or attitudes

22
Q

How may cognitive dissonance be resolved?

A

Behavioural change e.g. quit smoking
Acquire new information e.g. seeking exceptions- old aged smokers
Reduce importance of cognitions e.g. convince themselves it is better to “live for the moment”

23
Q

How can a message be more effective in changing attitudes?

A
If it:
reaches recipient
is attention grabbing 
is easily understood
is relevant + important 
is easily remembered
24
Q

How can a messenger be more persuasive in changing attitudes?

A

Credible e.g. DR
Trustworthy e.g. objective
Appealing e.g. well presented

25
Q

What does “Framing” refer to?

A

Whether a message emphasises the benefits or losses of that behaviour
For detecting illness: loss-framed= more effective
For preventing illness: gain-framed= more effective

26
Q

Define stereotype

A

Generalisations made about a group/ member of that group e.g. race, gender

27
Q

Define discrimination

A

Behaviours that follow from negative evaluations/ attitudes towards members of particular groups

28
Q

What case prompted Darley + Latane to carry out their studies?

A

Kitty Genovese stabbed to death whilst 38 people watched but none intervened or called the police
Hypothesised: Presence of other people makes us less likely to respond in an emergency

29
Q

Describe the positives and negatives of autocratic leadership

A
\+:
Quick decision making
Heirachy of responsibility
-
Demotivating
Can lead to errors
30
Q

Describe the positives and negatives of democratic leadership

A
\+
Wins cooperation + motivates team
Improved quality of decision making
-
Time consuming
Can lead to disagreement
31
Q

Describe the positives and negatives of laissez faire leadership

A
\+
Allows autonomous working
Allows utilisation of expertise
- 
Can lead to lack of direction
Lack of ultimate responsibility holder