Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 158
... meeting and carefully explaining the necessity to avoid blaming , invariably someone would do so anyway , placing the guilt on someone from outside . We , as group leader , would then stop the discussion and say : " I ask you if you ...
... meeting and carefully explaining the necessity to avoid blaming , invariably someone would do so anyway , placing the guilt on someone from outside . We , as group leader , would then stop the discussion and say : " I ask you if you ...
Page 180
... meeting . ( In a pleasant tone . ) I know , but just the same , I'm asking you to give me a pro for this other idea . ASST .: MANG .: ASST .: ADM .: ASST .: I can't think of any . ASST .: Please . There must be some merit to it . Think ...
... meeting . ( In a pleasant tone . ) I know , but just the same , I'm asking you to give me a pro for this other idea . ASST .: MANG .: ASST .: ADM .: ASST .: I can't think of any . ASST .: Please . There must be some merit to it . Think ...
Page 182
... meeting was beginning to take the form of a wheel type of network ( with himself as the center ) . However , by getting the members to discuss among themselves , seizing the first oppor- tunity to steer the meeting in this direction ...
... meeting was beginning to take the form of a wheel type of network ( with himself as the center ) . However , by getting the members to discuss among themselves , seizing the first oppor- tunity to steer the meeting in this direction ...
Contents
Judging People We Dont Know | 16 |
Judging People We Know | 50 |
The Design of Persuasions | 84 |
Copyright | |
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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