Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 152
... leaders in these techniques , we pose a problem to the leader , ask him to take his time and try to think of the best solution , write it down , and then lay it aside . He is then asked to lead a group of his subordinates concerned with ...
... leaders in these techniques , we pose a problem to the leader , ask him to take his time and try to think of the best solution , write it down , and then lay it aside . He is then asked to lead a group of his subordinates concerned with ...
Page 169
... leader's announcement of the problem to the group , this is normal . Different people need more or less time to start thinking in a new direction . The leader , however , often feels a terrible urge to fill in this silence , frequently ...
... leader's announcement of the problem to the group , this is normal . Different people need more or less time to start thinking in a new direction . The leader , however , often feels a terrible urge to fill in this silence , frequently ...
Page 189
... LEADER We should conclude with a few comments about the qualifications needed for group leaders because it is obvious that individual differences exist among leaders in terms of effectiveness . From observing the results obtained , some ...
... LEADER We should conclude with a few comments about the qualifications needed for group leaders because it is obvious that individual differences exist among leaders in terms of effectiveness . From observing the results obtained , some ...
Contents
Judging People We Dont Know | 16 |
Judging People We Know | 50 |
The Design of Persuasions | 84 |
Copyright | |
9 other sections not shown
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able aggressive Alvin approach-avoidance conflict asked ASST authoritarian B. F. Skinner Baker behavior believe Board cause Chapter client Code of Hammurabi cognitive dissonance comcon commitment communication conflict resolution Corby create Dave Department described diagnosis discussion divergent production effect eventually example experience feel Festinger give given group problem solving Heder idea important improvement individual interesting interview involved Jewel latitude of rejection leader look LOPEZ Maier Manager MANG meeting mental abilities method negative negative reinforcement object obtained organization paradigm person personnel persuasion designs Porter positive reinforcement possible present probably Psychol Psychology punishment reactance reason reduce reticular formation SALES salesman semantic Sherif situation Skinner box sleeper effect social pressure Social Psychology social science social-science technology solution someone statement subordinates supervisor symptom Synthetic fibers technicians techniques tell things tion win-lose conflict Witkin