Psychological Solutions to Social Problems: An Introduction to Social Technology |
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Page 8
... whole organization , and it was only after carefully analyzing the situation ( explained in Chapter 3 ) that the conclusion was reached to replace him . In studying the job requirements carefully , it was found that there was no one at ...
... whole organization , and it was only after carefully analyzing the situation ( explained in Chapter 3 ) that the conclusion was reached to replace him . In studying the job requirements carefully , it was found that there was no one at ...
Page 201
... whole crisis as being created by Corby . Such a judgment would be unfair . It must be remembered that there had been a whole history of acts on both sides in which the technicians had shown their independence in technical affairs , as a ...
... whole crisis as being created by Corby . Such a judgment would be unfair . It must be remembered that there had been a whole history of acts on both sides in which the technicians had shown their independence in technical affairs , as a ...
Page 265
... whole affair , and sounder methods were devised for determining what that truth was . Once this truth was proved conclusively , a verdict could be rendered . Successive laws and jurisprudence have made matters much more complex , until ...
... whole affair , and sounder methods were devised for determining what that truth was . Once this truth was proved conclusively , a verdict could be rendered . Successive laws and jurisprudence have made matters much more complex , until ...
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