Chapter 5 Stereotypes Prejudice and Discrimination Stereotypes Beliefs that link groups of people to certain traits Type of confirmation bias seek info that confirms expectations Create self fulfilling prophecies we behave in ways that confirm expectations Endure through illusory correlation overestimation of the association between variables that are not correlated especially distinctive variables Contradiction rely on situational factors subtyping Bias our perceptions without our own awareness Can happen automatically especially when self esteem is threatened Outgroup Homogeneity Effect assume greater similarity among different outgroup Social Categorization classify people into groups members than among ingroup members Contrast Effect variations of stereotypes seem very different Prejudice Negative feelings towards others because of group status Modern Racism surfaces when it is safe socially acceptable or easy to rationalize Aversive Racism sincerely fair minded but unconsciously negative Implicit Racism unconscious and unintentional accidentally racist don t feel bad Muzafer Sherif s Robbers Cave Study showed situational factors breed prejudices and the addition of subordinate goals deescalates the prejudice Realistic Conflict Theory limited resources breeds hostility losers are resentful because of relative deprivation Social Identity Theory shows that ingroup favoritism boosts self esteem Fein and Spencer blow to self esteem leads to prejudice and expressing prejudice restores self esteem Brewer and Pickett ingroup loyalty and outgroup prejudice more intense for minorities Noel people prejudice others when status is marginal or around other ingroup members Lehman ingroup favoritism is more present in individualistic cultures vs collectivist Gordon Allport s Contact Hypothesis direct contact reduces stereotyping prejudice and discrimination Common Ingroup Identity Model emphasized with the Jigsaw Classroom which reduced racial prejudices through the interaction of group efforts Chapter 6 Attitudes Attitudes Reactions to a person or idea operating as schemas that modify our perceptions Strongly affect social thought or how we process social info Strongly affect behavior First step in information processing Formed through social learning and enforced modified through social comparison Genetics contribute minimally to formation of attitudes only affect gut level preferences Moderators are factors that influence extent to which attitudes affect behavior LaPiere s study was flawed but showed attitude and behavior did not always match Cognitive dissonance attitude and behavior don t match due to situational restraints Western individualized cultures expectation to make decisions consistent with attitudes East Asian collectivist cultures expectation to make decisions that benefit the ingroup Theory of Planned Behavior individuals consider implications of actions before behaving Attitude to Behavior Model attitudes stored knowledge lead to appropriate situational behavior Careful consideration of message content Used when motivation for accuracy knowledge of subject and message importance Systematic Processing is high Heuristic Processing Uses simple rules of thumb mental shortcuts nonverbal behavior Used when motivation for accuracy knowledge of subject and message importance is low Less effortful automatic quick decision often leading to error Subliminal messaging distraction leads to easily being persuaded Resistance to Persuasion efforts to change others attitudes Reactance threats to personal freedom Forewarning form counter arguments Selective Avoidance ignore persuasion Biased Assimilation opposing views are less reliable Attitude Polarization evaluate mixed views to strengthen initial views Cognitive Dissonance Theory maintaining cognitive consistency leads to maladaptive behaviors reduce dissonance by changing attitudes minimizing importance and denying personal responsibility Insufficient justification freely performing an attitude discrepant behavior without reward Insufficient deterrence mild punishment vs severe leads to greater attitude change Exaggerate positive features of our choice and negative features of the other choice Vicarious dissonance change an attitude after observing inconsistent behavior from others Cooper and Fazio s New Cognitive Dissonance Theory to reduce dissonance Attitude discrepant behavior must produce unwanted negative consequences Feeling personally responsible for behavioral outcomes Physiological arousal and attribute that arousal to own behavior Attitude discrepant behavior doesn t always produce dissonance Daryl Bem s Self Perception Theory infer our emotions through own behavior no arousal Impression Management Theory concern for self presentation through sum of attitudes Self Esteem Theories dissonance makes person feel guilty or dishonest motivates behavior change Self Affirmation Theory dissonance producing situation leads to change motivated by self concept Chapter 7 Conformity Compliance and Obedience Conformity Tendency to change our behaviors to be consistent with group norms Resistance is high in senior high status group members Can be inconsequential at times having to wear a uniform In Japan it is a sign of self control tolerance and maturity Informational Influence follow the group if uncertain o Muzafer Sherif s ambiguous autokinetic effect illusion study groups agreed o Private conformity change of beliefs when privately accepts position of others Normative Influence afraid to speak out against the group o Soloman Asch s line conformity study confederates said wrong length o Public conformity superficial change in beliefs pretend to agree with group Influenced by high social pressure and insecurity Affected by group size increased until reaches 4 social norms presence of an ally tiny minority gender conform more on issues opposite of gender little supporting evidence Minority Influence dissenters produce change in a group majority often disliked rejected but spark innovation in others Moscovici s Theory majorities have numbers but minorities have behavioral style unwavering repetition consistency confidence Hollander s idiosyncrasy credits conform to the majority until trusted then deviate Majorities have greater impact on factual questions minorities on opinionated questions Compliance Changes in behavior elicited by direct requests based off wording Norm of Reciprocity we treat others as they have treated us Sequential