Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 7
... present one , perhaps higher salaries . Because this dissonance must be even further reduced , he will seek social ... present Ellis is looking for another job . A SOLUTION In contrast to the unresolved situation just described , we ...
... present one , perhaps higher salaries . Because this dissonance must be even further reduced , he will seek social ... present Ellis is looking for another job . A SOLUTION In contrast to the unresolved situation just described , we ...
Page 157
... present and the future are subject to change , and hence only they can be controlled through decisions . The problem ... present objectives . . . This problem- solving attitude is not present during frustration . Frustrated persons are ...
... present and the future are subject to change , and hence only they can be controlled through decisions . The problem ... present objectives . . . This problem- solving attitude is not present during frustration . Frustrated persons are ...
Page 275
... present knowledge we at least end the absurdity of penalizing a worker because he has made a mistake . The mistake is the symptom , and it is our duty to find the cause . Similarly , we are prone to say that the cause of a strike is ...
... present knowledge we at least end the absurdity of penalizing a worker because he has made a mistake . The mistake is the symptom , and it is our duty to find the cause . Similarly , we are prone to say that the cause of a strike is ...
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