Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 3
... rate performances — is dissonant with the realization that the show was second rate . Since it is now impossible to alter the cognition that he went through such expense and discomfort , the individual's only alternative is to persuade ...
... rate performances — is dissonant with the realization that the show was second rate . Since it is now impossible to alter the cognition that he went through such expense and discomfort , the individual's only alternative is to persuade ...
Page 7
... rates of pay , which in fact were quite high . This will be discussed further when we consider the subject of " Judging People We Know " in Chapter 4 . What actually happened in this case study was that Fields was faced with a series of ...
... rates of pay , which in fact were quite high . This will be discussed further when we consider the subject of " Judging People We Know " in Chapter 4 . What actually happened in this case study was that Fields was faced with a series of ...
Page 267
... rate similar job offers for themselves and also to rate their own subordinates on the motivational preferences . The findings were the same as in the first case . As one supervisor said , " I see now how we are . When it comes to me , I ...
... rate similar job offers for themselves and also to rate their own subordinates on the motivational preferences . The findings were the same as in the first case . As one supervisor said , " I see now how we are . When it comes to me , I ...
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