Individualistic and Collectivist Cultures Characteristics of Individualistic and Collectivistic Cultures Individualistic Culture Collectivistic Culture Achievement oriented Focus on autonomy Relationship oriented Focus on group autonomy Dispositional perspective Independent Analytic thinking style Situational perspective Interdependent Holistic thinking style B Self-Serving Bias Tendency for individuals to take credit by making dispositional or internal attributions for positive outcomes and situational or external attributions for negative outcomes Protects self-esteem We emphasize internal, stable, and controllable explanations for our success HENSIK 7 CORNET 15 30 A C Fundamental Attribution Error Tendency to overemphasize internal factors as attributions for behavior and underestimate the power of the situation I'm smart!!! BERNARD WEINER'S ATTRIBUTION THEORY Stud MT He is lucky!!! Norms, Roles, and Scripts Social norm: group expectations regarding what is appropriate for the thoughts and behavior of its members Social role: socially defined pattern of behavior that is expected of a person in a given setting or group Script: person's knowledge about the sequence of events in a specific setting Example: Stanford Prisoner Experiment Stanford University conducted an experiment in a mock prison that demonstrated the power of social roles, social norms, and scripts 24 healthy college students with no psychiatric problems were randomly assigned to be prisoners or guards Guards became authoritarian and sadistic Prisoners became subservient, anxious, and hopeless Type of Social Influence Conformity Compliance Normative social influence Informational social influence Obedience Groupthink Group polarization Social facilitation Social loafing Types of Social Influence Description Changing your behavior to go along with the group even if you do not agree with the group Going along with a request or demand Conformity to a group norm to fit in, feel good, and be accepted by the group Conformity to a group norm prompted by the belief that the group is competent and has the correct information Changing your behavior to please an authority figure or to avoid aversive consequences Group members modify their opinions to match what they believe is the group consensus Strengthening of the original group attitude after discussing views within a group Improved performance when an audience is watching versus when the individual performs the behavior alone Exertion of less effort by a person working in a group because individual performance cannot be evaluated separately from the group, thus causing performance decline on easy tasks Social Influence: Conformity and the Asch Effect Conformity is when individuals change their behavior to go along with the group even if they do not agree with the group In the Asch effect a group majority influences an individual's judgment, even when that judgment is inaccurate Factors that affect the Asch effect: The size of the majority The presence of another dissenter The public or private nature of the responses Social Influence: Obedience Obedience: change of behavior to please an authority figure or to avoid aversive consequences Stanley Milgram's Experiment: Researchers told the participants to give electric shock. 65% of the participants continued the shock to the maximum voltage Percentage of participants who delivered voltage 100 90 88828889 30 Slight to moderate shock: Strong to very strang 15-135 volts shock: 135-255 volts Intense to extremely intense shock: 255-375 volts Severe shock: 435-450 375-435 volts volts XXX: Strength of shock Social Influence: Groupthink Modification of the opinions of members of a group to align with what they believe is the group consensus. Symptoms include: Perceiving the group as invulnerable or invincible Believing the group is morally correct Self-censorship by group members Quashing of dissenting group members' opinions Shielding of the group leader from dissenting views Perceiving an illusion of unanimity among group Holding stereotypes or negative attitudes toward the out- group or others' with differing viewpoints Altruism: Why do people help others? Reciprocal altruism: according to evolutionary psychology, a genetic predisposition for people to help those who have previously helped them Empathy-altruism model: people who put themselves in the shoes of a victim and imagining how the victim feel will experience empathic concern that evokes an altruistic motivation for helping Arousal: cost-reward model an egoistic theory claims that seeing a person in need leads to the arousal of unpleasant feelings, and observers are motivated to eliminate that aversive state, often by helping the victim Social Exchange Theory Social exchange theory: humans act as nave economists in keeping a tally of the ratio of costs and benefits of forming and maintain a relationship, with the goal to maximize benefits and minimize costs Positives or benefits Negatives or costs I Stereotypes, Prejudice, and Discrimination Item Function Stereotype Cognitive; thoughts about people Affective; feelings about Prejudice people, both positive and negative Connection Overgeneralized beliefs about people may lead to prejudice Feelings may influence treatment of others, leading to discrimination 13 Example "Yankees fans are arrogant and obnoxious" "I hate Yankees fans; they make me angry" Discrimination Behavior; positive or negative treatment of others Holding stereotypes and harboring prejudice may lead to biased treatment "I would never hire nor become friends with a person if I knew he or she were a Yankees fan" Types of Prejudice and Discrimination Ageism: prejudice and discrimination toward individuals based solely on their age Homophobia: prejudice and discrimination against individuals based solely on their sexual orientation Racism: prejudice and discrimination toward individuals based solely on their race Sexism: prejudice and discrimination toward individuals based on their sex DELL Why Do Stereotypes and Prejudice Exist and Persist? 1. Confirmation bias 2. Self-fulfilling prophecy 3. In-group bias 4. Scapegoating