Ch. 4 Flashcards

Social Perception (19 cards)

1
Q

attribution theory

A

The study of how we infer the causes of behaviors of others

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

internal attribution

A

believing that someone is acting a certain way due to something about themselves
- can be positive or negative

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

external attribution

A

believing that someone is acting a certain way because of the situation they are in
- can be positive or negative

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

covariation model

A

assumes that people make causal attributions in a rational and logical way

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

consensus information

A

how other people behave toward the same situation
“do other people act like this?”
high = most people act like this
low = not many people act like this

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

distinctiveness information

A

how other people respond to other stimuli
high = they don’t behave this way in other situations
low = they do behave this way in other situations

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

consistency information

A

The frequency in which observed behavior between the same person and the same stimulus occurs across time and circumstances
- difficult to make an attribution when this is low
“does this person always act this way?”
high = they frequently behave this way
low = they don’t frequently behave this way

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

low consensus + low distinctiveness + high consistency = ____ attribution

A

internal

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

high consensus + high distinctiveness + high consistency = ___ attribution

A

external

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

low/high consensus + low/high distinctiveness + low consistency = ____ attribution

A

no attribution

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

perceptual salience

A

the importance of the information that is the focus of peoples’ attention
- can influence FAE

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

two-step attribution process

A

1) make internal attribution
2) adjust by considering external factors

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

self-serving attributions

A

tendency to take credit for successes by making internal attributions, but blame the situation or other people for their failures
- keeps self-esteem up

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

bias blind spot

A

tendency to think that others are more susceptible to attributional biases
- not good at spotting these in ourselves

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

just-world phenomenon

A

people get what they deserve and deserve what they get

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

jones & harris study (1967)

A

IV: chosen position (pro or con castro)
DV: estimate of writers true attitude
- example of FAE
participants were asked to read an essay and some people knew the writer’s true opinion on castro and some did not, then they were asked to rate the writer’s opinion
RESULT: more people thought the essay had pro-castro backings

16
Q

cultural differences in FAE

A

western cultures think more like personality psychologists (look at dispotional terms of behavior)
eastern cultures think more like social psychologists by thinking about the situational causes of behavior

16
Q

cultural differences in self-serving bias

A

strongest in US, canada, australia,
lowest in japan, india, pacific islands
- due to individualistic vs collectivistic cultures

17
Q

FAE

A

overestimate the internal factors and do not take into account external factors in terms of behavior as much
- more likely to occur in western cultures if someone is in cognitive overload because it lightens it and makes it easier to draw conclusions