Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 63
... situation , which yielded results relevant to this discussion . Both were seated in restraining chairs , that is , they had a certain liberty of movement but were restricted to a seated posture . Each had a brass bar on which his feet ...
... situation , which yielded results relevant to this discussion . Both were seated in restraining chairs , that is , they had a certain liberty of movement but were restricted to a seated posture . Each had a brass bar on which his feet ...
Page 164
... situation and not necessarily another person . Besides , Maier adds that since the supervisor ( or any person in that particular situation ) blames someone else and overlooks the possibility that it is the situation that must change ...
... situation and not necessarily another person . Besides , Maier adds that since the supervisor ( or any person in that particular situation ) blames someone else and overlooks the possibility that it is the situation that must change ...
Page 198
... situation is far from unique . ) In the Technical Department , the reaction to the crackdown had taken the form of exercising considerable independence on technical affairs . This is a clear case of psychological reactance by ...
... situation is far from unique . ) In the Technical Department , the reaction to the crackdown had taken the form of exercising considerable independence on technical affairs . This is a clear case of psychological reactance by ...
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