Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 87
... position initially held by the person are those which can be more readily assimilated . But the point to be noted is that once these statements have been assimilated , the latitude of rejection changes and the person's position on the ...
... position initially held by the person are those which can be more readily assimilated . But the point to be noted is that once these statements have been assimilated , the latitude of rejection changes and the person's position on the ...
Page 190
... position 4 ; that is , " the behavior of the organization's personnel is uncooperative . " This made the persons , who felt they were being attacked , also place the problem in position 4 ; that is " the external auditors are inept at ...
... position 4 ; that is , " the behavior of the organization's personnel is uncooperative . " This made the persons , who felt they were being attacked , also place the problem in position 4 ; that is " the external auditors are inept at ...
Page 220
... position of the person giving the opinion can be expressed as follows : I am in the right . My position is flawless . If there is to be an arbitrator , he will obviously recognize this fully . However , dissonance reduction requires ...
... position of the person giving the opinion can be expressed as follows : I am in the right . My position is flawless . If there is to be an arbitrator , he will obviously recognize this fully . However , dissonance reduction requires ...
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