Social Psychology Flashcards

1
Q

define attitudes

A

Attitude: a positive or negative evaluative reaction toward a stimulus, such as a person, action, object, or concept e.g. can include behaviour such as healthy eating
• Attitudes influence behaviour more strongly when situational factors that contradict our attitudes are weak

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2
Q

describe the theory of planner behaviour

A

see diagram

The Theory of Planned Behaviour would suggest the importance of exploring social norms in changing health behaviour

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3
Q

what is cognitive dissonance

A

the state of having inconsistent thoughts, beliefs, or attitudes, especially as relating to behavioural decisions and attitude change

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4
Q

what would resolving dissonance involve?

A
  • Change behaviour: In the case of smoking, this would involve quitting, which might be difficult and thus avoided
  • Acquire new information: Such as seeking exceptions e.g. “My grandfather smoked all his life and lived to be 96”
  • Reduce the importance of the cognitions (i.e. beliefs, attitudes). A person could convince themself that it is better to “live for the moment”
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5
Q

changing attitudes:

-the message is more effective if:

A

Message more effective if: • Reaches recipient • Is attention-grabbing • Easily understood • Relevant and important • Easily remembered

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6
Q

changing attitudes:

-more persuasive messengers are:

A

Credible e.g. doctors • Trustworthy e.g. objective • Appealing e.g. well presented

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7
Q

what does framing refer to?

A

• Refers to whether a message emphasises the benefits or losses of that behaviour
• Research shows that:
When we want people to take up behaviours aimed at detecting health problems or illness (e.g. HIV testing) loss-framed messages may be more effective
When we want people to take up behaviours aimed at promoting prevention behaviours (e.g. condom use) gain-framed messages may be more effective

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8
Q

define:
- stereotype
- prejudice
- discrimination

A
  • Stereotype – Generalisations made about a group of people or members of that group, such as race, ethnicity, or gender. Or more specific such as different medical specialisations (e.g. surgeons)
  • Prejudice – To judge, often negatively, without having relevant facts, usually about a group or its individual members
  • Discrimination – Behaviours that follow from negative evaluations or attitudes towards members of particular groups
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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

Social loafing or Diffusion of responsibility

-most likely to occur when?

A

• The person believes that individual performance is not being monitored • The task (goal) or the group has less value or meaning to the person • The person generally displays low motivation to strive for success • The person expects that other group members will display high effort

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11
Q

Social loafing or Diffusion of responsibility

-depends on

A

• Occurs more strongly in all-male groups • Occurs more often in individualistic cultures

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12
Q

Social loafing or Diffusion of responsibility

-may disappear when

A

• Individual performance is monitored • Members highly value their group or the task goal • Groups are smaller • Members are of similar competence

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13
Q

conformity

-factors that affect conformity

A
  • Group size:
  • Conformity increases as group size increases
  • No increases over five group members
  • Presence of a dissenter:
  • One person disagreeing with the others greatly reduces group conformity
  • Culture:
  • Greater in collectivistic cultures
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14
Q

5 step bystander decision process

A

1) Notice the event
2) Decide if the event is really an emergency Social comparison: look to see how others are responding
3) Assuming responsibility to intervene Diffusion of Responsibility: believing that someone else will help
4) Self-efficacy in dealing with the situation
5) Decision to help (based on cost-benefit analysis e.g. danger)

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15
Q

Increasing helping behaviour

A

Reducing restraints on helping
• Reduce ambiguity and increase responsibility
• Enhance concern for self image

Socialise altruism
• Teaching moral inclusion
• Modelling helping behaviour
• Attributing helpful behaviour to altruistic motives
• Education about barriers to helping
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16
Q

factors that influence obedience

A

Factors That Influence Obedience: • Remoteness of the victim • Closeness and legitimacy of the authority figure • Diffusion of responsibility: obedience increases when someone else administers the shocks • Not personal characteristics

17
Q

what is group think

A

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

18
Q

what happens in group polarisation

A

the tendency of people to make decisions that are more extreme when they are in a group as opposed to a decision made alone or independently

19
Q

when is group think most likely to occur?

A

Most likely to occur when a group: • Is under high stress to reach a decision • Is insulated from outside input • Has a directive leader • Has high cohesiveness

20
Q

what are the three leadership styles?

A

Autocratic or authoritarian style • Under the autocratic leadership style, all decision-making powers are centralized in the leader, as with dictator leaders. • They do not entertain any suggestions or initiatives from subordinates.

Participative or democratic style • The democratic leadership style favours decision-making by the group as shown, such as leader gives instruction after consulting the group. They can win the co-operation of their group and can motivate them effectively and positively.

Laissez-faire or “free rein” style • A free-rein leader does not lead, but leaves the group entirely to itself as shown; such a leader allows maximum freedom to subordinates, i.e., they are given a free hand in deciding their own policies and methods

21
Q

advantages and disadvantages of autocratic

A

Autocratic
A: Enables quick decision making
Clear hierarchy of responsibility

D: Can be demotivating
Can lead to errors

22
Q

democratic advantages and disadvantages

A

Democratic
A: Can win cooperation and motivate team
Can improve quality of decision making

D: Time consuming
Can lead to disagreements

23
Q

advantages and disadvantages

A

Laissez Faire
A: Allows autonomous working
Allows expertise to be utilised

D: Can lead to lack of direction
Lack of ultimate responsibility holder