Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 12
... never happened before . Of course Fred was prepared for this , and he knew it to be a vital part of the dissonance reduction process , so he listened to Abe patiently without interrupting him . Abe spoke at length about how this type of ...
... never happened before . Of course Fred was prepared for this , and he knew it to be a vital part of the dissonance reduction process , so he listened to Abe patiently without interrupting him . Abe spoke at length about how this type of ...
Page 175
... never be able to supply the information , so we would never be able to keep up with the rest . " The leader recognizes this statement as aggressive and there- fore emotionally laden . He might reflect by looking interestedly at the ...
... never be able to supply the information , so we would never be able to keep up with the rest . " The leader recognizes this statement as aggressive and there- fore emotionally laden . He might reflect by looking interestedly at the ...
Page 247
... never took initiative on anything . He never gave any ideas . At first , this irked even me , when he used to tell me : " Look , if you see anything wrong , just tell me and I'll do it . " Well , this may seem very small to you , but we ...
... never took initiative on anything . He never gave any ideas . At first , this irked even me , when he used to tell me : " Look , if you see anything wrong , just tell me and I'll do it . " Well , this may seem very small to you , but we ...
Contents
Judging People We Dont Know | 16 |
Judging People We Know | 50 |
The Design of Persuasions | 84 |
Copyright | |
9 other sections not shown
Common terms and phrases
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