PSY 274 1st Edition Lecture 4Outline of Last Lecture I. Cognitive representationsA. Types of RepresentationsII. Confirmation BiasA. Shooter BiasIII. Causal AttributionA. Internal & External FactorsB. Co-Variation PrincipleC. Consensus, Distinctiveness, & ConsistencyD. Fundamental Attribution Error-Internal & ExternalE. Perceptual Salience - Discounting & AugmentingIV. Counterfactual thoughtsA. Emotional AmplificationOutline of Current Lecture (Outline of last lecture used in Lecture #4 with added information)I. Fundamental Attribution ErrorII. Internal & ExternalIII. Perceptual SalienceIV. Discounting & AugmentingV. Counterfactual thoughts- Upward & Downward Counterfactuals- Emotional AmplificationCurrent Lecture:- Fundamental Attribution Error:The tendency to attribute other people’s behavior to elements of their character or personality, even when powerful situational forces are acting to produce the behavior.****- Most important attribution: internal/externalo Internal Attribution: The inference that a person is behaving in a certain way because of something about the person, such as their attitude, character, or personalityThese notes represent a detailed interpretation of the professor’s lecture. GradeBuddy is best used as a supplement to your own notes, not as a substitute.o External Attribution: The inference that a person is behaving a certain way because of something about the situation he or she is in.o Causes Belief in a Just World: the belief that people get what they deserve in life anddeserve what they get.  If someone is on welfare:- If u believe its because of internal attribution then u don’t believe they deserve help because it was their fault. - Instead, if you don’t believe in a just world, then you’re likely to say its external attribution and think its not their fault. o There are people who have everything and think its luck that has made their lives thisway, while others that have had so many bad things happen to them believe they deserve itPerceptual Salience: (something that stands out) ex. A man in a suit in a park, the suit is salient,o We tend to over-estimate the causal role (salience) of information we have available to uso If a person trips, we don’t look at what they tripped on but at the person only so we blame them instead of the situation, this is the fundamental attribution error (External).- People are more salient than situations, we have incomplete information and must fill in the best wecan.- So…We make attributions when we don’t have all 3 pieces of information (consensus,distinctiveness, etc) we need to make correct attributions. We have incomplete information so we fill in the best we can.- Imagining alternatives: Sometimes, attributions arise from what we would imagine would happen under different conditions, rather than by observing behavior.EX. In a study conducted by Milgram to see if punishment affected people’s abilities to memorize, people shocked the learner when they were wrong. 65% of people went all the way to the end of the study and continued to shock that they believed was the participant even if they thought the person had already fainted or died. If we were to meet one of the people who did this, we would assume they are jerks. If we picture ourselves in that situation and think we would have done that too, then we say they did it because of external attribution, but if I think ‘I would never do that’ then its internal (we are imagining ourselves in that situation).- Discounting & Augmentingo Discounting: People reassign reduced weight to a particular cause ofbehavior if other plausible causes might have produced it.Ex. If I’m hiring someone and they are super great in the interview, then we can attribute this in two ways, is the person generally nice orare they just doing that for the interview because they really want thejob. By discounting we say, I’m not really sure why they are nice, maybe they are nice or maybe they want the job.o Augmenting: People reassign greater weight to a particular cause of behavior if other causes are present that normally would produce the opposite outcomeEx. If the person is a jerk in the interview, the situation makes it so that we expect that they should be nice in that setting so now I can become certain they are a rude person. In this situation, the behavior causes us to feel more confident that we are right because they are doing the opposite of what I thought they would do in this situation.o Discounting vs. Augmenting (further explanation) Discounting is most likely to occur when someone acts in line with expectations. We have no way of knowing whether it was u or the expectation of what u should do in that situation Augmentation is most likely to occur when someone acts outside of what expectations dictate. *** you did the opposite so its definitely you, not the situation.- Counterfactual thoughts: Attributions are influenced by our knowledge of what could have or should have happened, “if only” a few minor things went differently.EX. If Cara and Tess were scheduled to leave the airport at the same time and they both got there to see that both flights left. The woman that missed it because she was a little late, and the plane was also late but just left 5 mins ago would bemore angry than the woman that was told the flight left on time and she knew she was late.- Why: she is going to believe she could have gotten on that plane if she was here a few mins before, not even on time.Counter Factual thoughts can sound like imagining alternative, but Imagining Alternative is picturing ourselves in that situation, while counterfactual is imagining what could have happened or not happened in only something had gone differently. (BE ABLE TO TELL THESE TWO APART FOR THE EXAM.)People who make these upward counterfactuals seem:- Understaniding, trustworthy, likeable, intelligent, open- Upward Counterfactuals are associated with better performance the next time: if udo upward counterfactuals then you know you could have done better if u had done something different so you will do that thing next time.- Downward counterfactuals:“I mean it could have been worse if I didn’t even show up.” Because this doesn’t tell us how we could have done better then our performance doesn’t improve by doing this but our mood is improved because we feel like there wasn’t much we could have done and at least we didn’t mess up THATmuch.EX. “Its