Chapter Nine

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Chapter Nine

• Social Influence
• Changing Others Behavior

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Social Influence

• Efforts by one or more individuals to change
  attitudes, belief, perceptions, or behaviors of
  one or more others.

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Conformity

• A type of social influence in which individuals
  change their attitudes or behavior in order to
  adhere to existing social norms.

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Social Norms

• Rules indicating how individuals are expected to
  behave in specific situations
• Implicit
• Explicit

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Factors Affecting Conformity

• Cohesiveness
• Group size
• Type of social norm

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The Bases of Conformity (Why do we choose to go
along?)

• Desire to be liked
• Normative social influence Social influence
  based on individuals desire to be liked or
  accepted by other persons.
• Desire to be right
• Informational social influence Social influence
  based on individuals desire to be correct to
  possess accurate perceptions of the social world.
  

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Justifying Conformity

• Cognitive consequences of going along with the
  group
• Those that conform easily those that dont

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Why We May Choose to Not Go Along

• Need to maintain our individuality
• Individuation The need to be distinguishable
  from others in some respects
• Line experiment and collectivist versus
  individualistic cultures
• Need to maintain control over our own lives

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Minority Influence

• Can minorities change the position of majority?
• Conditions
• Consistency
• Avoid appearing rigid
• Social context
• How do they get their message across?
• Systematic processing

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Compliance

• Underlying principles of Compliance
• Caldini
• Friendship/Liking
• Commitment/Consistency
• Scarcity
• Reciprocity
• Social Validation
• Authority

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Techniques for Compliance

• Ingratiation
• Foot-in-the-door
• Low-ball
• Door-in-the-face
• Thats not all
• Playing hard to get
• Deadline
• Complaining
• Putting others in a good mood

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Ingratiation

• Impression management
• Ingratiation A technique for gaining compliance
  in which requesters first induce target persons
  to like them, then attempt to change their
  behavior in some desirable manner.
• Techniques

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Foot-in-the-Door Technique

• A procedure for gaining compliance in which
  requesters begin with a small request and then,
  when this is granted, escalate to a larger one
  (the one they desired all along).
• Based on commitment/consistency

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Low-Ball Procedure

• A technique for gaining compliance in which an
  offer or deal is changed (made less attractive)
  after the person has accepted it.
• Auto sales
• Commitment/consistency

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Door-in-the-Face Technique

• A procedure for gaining compliance in which
  requesters begin with a large request and then,
  when this is refused, retreat to a smaller one)
  the one they actually desired all along).
• Based on reciprocity.

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Thats not all Technique

• Here an initial request is followed by something
  that sweetens the deal (before they say yes or
  no).
• Based on reciprocity

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Playing Hard to Get

• Suggesting that a person, object, or outcome is
  scarce and hard to obtain.
• Tactic bases on scarcity

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Deadline Technique

• Persons are told that they have only limited time
  to take advantage of some offer or to obtain some
  item.
• Tactic based on scarcity

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Complaining

• Expressing discontent, dissatisfaction,
  resentment, or regret may be used as a means of
  exerting social influence on others.

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Putting Others in a Good Mood

• Related to ingratiation
• Example smiley faces

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Obedience

• Obedience when someone in a position of
  authority simply tells or orders one or more
  other persons to do something and they do it.
• Presentation
• Milgram

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Destructive Obedience

• Why does it occur?
• Transfer of responsibility
• Obvious reminders of authority
• Escalation of orders
• Events move quickly

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Resisting the Effects of Destructive Obedience

• Remind individuals that they can be held
  responsible.
• Clear indication of what is too far
• Question the expertise and motives of the
  authority figure
• Just knowing about the power of authority
• Summary

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Individual Difference and theUse of Social
Influence

• Yes
• Caldwell and Berger (1997)
• Success and individual differences