Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 7
... organization , which of course must be better than the present one . Since the other organization is still hazy in his mind , he must , to reduce dissonance , find something in it which is a great improvement over the present one ...
... organization , which of course must be better than the present one . Since the other organization is still hazy in his mind , he must , to reduce dissonance , find something in it which is a great improvement over the present one ...
Page 8
... organization to which they all respond . This central organization allows quite a bit of leeway in handling matters . It is satisfied with receiving periodic reports and with sending key people to make audits . At one point , Branch A ...
... organization to which they all respond . This central organization allows quite a bit of leeway in handling matters . It is satisfied with receiving periodic reports and with sending key people to make audits . At one point , Branch A ...
Page 238
... organization for which the in- dividual works but rather by the employee's interpretation of what the or- ganization does . Cognitive dissonance plays an important part in this perception . A person may experience two dissonant ...
... organization for which the in- dividual works but rather by the employee's interpretation of what the or- ganization does . Cognitive dissonance plays an important part in this perception . A person may experience two dissonant ...
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