Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 53
... reasons given . Note that in every case , we expect to receive or be given one single reason for the action . The ... reason and repels us strongly for another . Brown ( 1948 ) , Miller ( 1948 ) , and others have studied the effects ...
... reasons given . Note that in every case , we expect to receive or be given one single reason for the action . The ... reason and repels us strongly for another . Brown ( 1948 ) , Miller ( 1948 ) , and others have studied the effects ...
Page 109
... reason for so doing is that by trial and error and astuteness , a few people ( some experienced salesmen ) may be able to arrive at such techniques as manipulating curiosity . However , with well - designed , scientifically based ...
... reason for so doing is that by trial and error and astuteness , a few people ( some experienced salesmen ) may be able to arrive at such techniques as manipulating curiosity . However , with well - designed , scientifically based ...
Page 129
... reason for being optimistic about entering the market . The General Situation . Two reasons led to this optimism . The first was that due to competition in country B , both price and quality had been low- ered . PQX is decidedly a ...
... reason for being optimistic about entering the market . The General Situation . Two reasons led to this optimism . The first was that due to competition in country B , both price and quality had been low- ered . PQX is decidedly a ...
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