Chapter 4 - Understndg Social Perception

Front 1

Perception

Back 1

a cognitive process that enables us to interpret and understand our surroundings

Front 2

Social Perception
Fig. 4-1 -- know for midterm

Back 2

Involves a four stage information processing seequence

1. Selective attention/comprehension

2. Encoding and simplification

3. Storage and retention

4. Retrieval and response

Front 3

Selective Attention/Comprehension

Back 3

<b>Attention:</b>

the process of becomgin consciously aware of something or someone. Info can come from the environment or your memory.

Front 4

Salient Stimuli

Back 4

when something stands our from its context.

Ones goals and needs often dictate which stimuli are salient.

Front 5

people have a tendancy to pay more attention to negative things

Back 5

true.

negativity bias.

Front 6

Encoding & Simplification

Back 6

Observed info is not stored in memory in its original form. Raw info is interpreted or translated into mental representations to accomplish this

Front 7

Cognitive Categories

Back 7

By category we mean a number objects that are considered equivaent.

Front 8

Schema

Back 8

represents a person's mental picture or summary of a particular event or type of stimulus.

Front 9

Stereotypes are used during encoding?

Back 9

True.

ppl use stereotypes during encoding in order to organize and simplify social information.

<b>Stereotype</b>:
an individuals set of beliefs about the characteristics or attributes of a group.

Front 10

Stereotyping is a 4 step process

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categorizing people into groups according to various criteria


we infer that all ppl within a particular category possess the same traits or characteristics


then we form expectations of others and interpret their behavior according to stereotypes


Stereotypes are maintained by our false reasoning

<i>Not necessarily a bad thing--can lead to faster decision making times, faster understanding of a situation, etc.)

Front 11

Encoding Outcomes

Back 11

We use the encoding process to interpret and evaluate our environment

Front 12

**List of Perceptual Errors

Table 4-1

Back 12

Halo

Leniency

Central Tendency

Recency Effects

Contrast Effects

Front 13

Stage 3 Social Perception

<b> Storage & Retention</b>

Back 13

involves storage in long term memory.

Long Term Memory is Made up of 3 Wings:

<b>Event Memory</b>:

<b>Semantic Memory</b>:
-general knowledge about the world-functions as a mental dictionary of concepts

<b>Person Memory</b>:
Contain information about a single individual or groups of people

Front 14

Stage 4 Social Perception

<b>Retrieval & Response</b>

Back 14

our judgments and decisions are either based on the process of drawing on interpreting, and integrating categorical info stored in long-term memory or on retrieving a summary judgement that was already made

Front 15

Retrieval & Response Managerial Implications

Back 15

Hiring

Performance Appraisal

Leadership

Communication and Interpersonal Influence

Counterproductive Work Behaviors

Physical and Psychological Well-Being

Designing web-pages

Front 16

Implicit Cognition

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represents any thoughts or beliefs that are <b>automatically activated from memory without our conscious awareness.</b>

Front 17

Causal Attributions

Back 17

-

Front 18

Attribution theory is based on the premise that people attempt to INFER causes for observed behavior

Back 18

true.

Front 19

Causal Attributions

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suspected or inferred causes of behavior

People formulate causal attributions by considering the events <i>preceding an observed behavior.

Front 20

Kelley's Model of Attribution

(baesd on Heider's work-founder of attribution theory)

RE-READ PG. 93

Back 20

Behavior can be attributed either to:

<b>Internal Factors</b>
-e.g. abililty

<b>External Factors</b>:
-e.g. a difficult task


People make CAUSAL ATTRIBUTIONS after gathering information about 3 dimensions of behavior:
<b>-Consensus
-Distinctiveness
-Consistency

Front 21

Consensus (people)

Back 21

invovles a comparison of an individual's performance with that of his or her peers

Front 22

Distinctivenss (tasks)

Back 22

determined by comparing a person's behavior on one task with his or her behavior on other tasks

Front 23

consistency (time)

Back 23

determined by judging if the individual's performance on a given task is consistent over time

Front 24

Kelley hypothesized that people attribute behavior to EXTERNAL causes whenthey ...

Back 24

perceive HIGH consensus HIGH distinctiveness and LOW consistency


(attribution to INTERNAL is the opposite of above)

Front 25

2 attributional tendencies that distort one's interpreation of observed behavior

Back 25

Fundamental Attribution Bias


Self-Serving Bias

Front 26

Fundamental Attribution Bias

Back 26

Reflects one's tendency to attribute oantother perons's behavior to his or her personal characteristics as opposed to situational factors

results in the ignoring of external forces that affected behavior

Front 27

Self Serving Bias

Back 27

represents ones tendency to take more personal responsibility for success than for failure

suggests employees will attribute their success to INTERNAL FACTORS and their failures to uncontrollable EXTERNl factors.

Front 28

Defining & Managing Diversity

Back 28

-

Front 29

Diversity

Back 29

Represetns the multitude of indiviudal differences and similarities that exist among people

Front 30

Discrimination

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occurs when employment decisions about an individual are due to reasons not associated with performance or are not related to the job

Front 31

affirmitve action

Back 31

an artificial intervention saimed at giving management a chance to corect an imbalance, injustice a mistake or outright discrimination that occured IN THE PAST

Front 32

Managing diversity

Back 32

enables ppl to perform up to their maximum potential

Front 33

Glass ceiling

Back 33

an absolute barrier to solid roadblock that prevents a certain demographic/group from advancing to higher positions

Front 34

table 4-2

Back 34

generational differences

Front 35

Roosevelt Thomas' 8 Action Options that can be used to address ANY type of diversity issue.

Back 35

1. Include/Exclude

2. Deny

3. Assimilate

4. Suppress

5. Isolate

6. Tolerate

7. Build Relationships

8. Foster Mutual Adaptation (truly endorses the philosophy behind managing diversity)

Inclusion, building relationships, and mutual adaptation are the preferred strategies.

Front 36

Lecture

Back 36

-

Front 37

Perception

Back 37

Cognitive process that enables us to interpret and understand our surroundings

Front 38

FIG 4-1

Review & Know the points in each shape

Back 38

Review now

Front 39

Attention

Back 39

Process becoming consciously aware of something or someone

Front 40

Salient

Back 40

something that stands out from the context

Front 41

Schema

Back 41

Represents a person's mental picture of event or thing

Front 42

**Stereotype

know how to talk about the benefits and dangers for midterm

Back 42

an individuals set of beliefs about the characteristics or attributes of a group
Save time, faster decision making

Based on generalizations

Can lead to poor decisions and discrimination

Front 43

Storage and Retention

Back 43

Event Memory

Semantic Memory

Person Memory

Front 44

Retrieval and Response

Back 44

process of drawing on interpreting and integrating categorical information stored in long-term memory

Front 45

Causal Attributions

Back 45

Suspected or inferred causes of behavior

<b>Internal</b>--attribute to theperson themself "didnt make their bed, they're lazy"

<b>External</b>--attribute cause to situation/context/environment

Front 46

Attributional tendencies

Back 46

<b>Fundamental attribution bias</b>
-reflects ones tendency to attribute another person behavior to his or her personal characteristics as opposed to situational factors

<b>Stereotype confirming attributions</b>
-dismiss individuals who dont match stertype as an exception

<b>Selective Perception</b>
-only pay attention to things that support our stereotype

<b>Confirmatory Bias</b>
-Prevents people from noticing/focusing on useful, observable, and relevant data

Front 47

Self-Fulfilling Prophecy

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target is expected to behave in one way, is treated conssisted with that expectaion and actually become that way

person may negatively internalize aspects of a culturally held stereotype

Loss in performance due to low expectations
-Word, Zanna & Cooper (1974) -- Job Interviews

Front 48

Blue Eyes, Brown Eyes Exercise

Back 48

Didn't fight being put in a "class"

how quickly derogatory terms were used

the changes were attributed to the collar

when they switched roles the kids weren't necessarily empathetic

Front 49

Overcoming Bias

Back 49

Do not overlook the external causes of others' behaviors

Identify and confront your stereotypes

Evaluate people based on objective factors

Avoid making rash judgements

Front 50

Kelley's Model of Attribution

Back 50

Consensus

Distinctiveness

Consistency

Front 51

Be able to distinguish between high/low....

Back 51

consensus

distinctivenss

consistency

Front 52

REVIEW LEARNING OBJECTIVES FROM LECTURE SLIDES & TEXT

Back 52

REVIEW