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| A line of people that is formed for inspection or identification. |
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| Statement given under oath by an eyewitness. |
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| : Behavior towards another individual with the intent of causing harm. |
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| Aggression is evolutionary, necessary for survival. |
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| Drive Theory (of aggression) |
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| Explain external causes for aggression. |
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| Social Learning Perspective |
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| We learn from others how to be aggressive |
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| If someone is aggressive towards you, you will most likely be equally or more so aggressive back |
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| Overinflated ego, more aggressive |
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| High temp increase aggressive acts to a certain point, then plateau and fall asleep |
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| due to low self-esteem, depression. To inflate their ego, they bully others |
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| if we act out in an aggressive manner, we can get rid of our negative emotions and feel better |
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| collection of people who are perceived to be binded together |
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| position or rank within the group |
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| certain way you're supposed to behave within the group/a group. |
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| where the belief of the group is infailuable (cannot fail/reject any opposing views from outsiders) and morally superior when compared to other groups. |
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decrease in motivation when individuals are put into a group.
ex. group work when some people do all the work and one person does nothing at all. |
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| reduced self awareness - loose self as an individual. |
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when part of a group and a decision is made, it is either to one extreme or the other. Decisions tend not to be in the middle/neutral.
-only applies to group decisions not individual ones |
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| provoking statements that call attention to the targets flaws and imperfections. |
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| a modern theory of aggression suggesting that aggression is triggered by a wide range of input variables that influence arousal affective stages and cognition. |
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| Frustration Aggression Hypothesis |
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| the suggestion that frustation is a very powerful determinant of aggression. |
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| Excitation Transfer Theory |
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| Theory suggesting that arousal produced in one situation can persist and intensify emotional reactions occuring in later situations. |
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| cultures in which there are strong norms indicating that aggression is an appropriate response to insults to one's honor. |
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| the traits as situational sensitivites model: A view suggesting that many personality traits funstion in a threshold like manner influencing behavior only when situations evoke them |
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| A pattern consisting primarily of high levels of competitiveness, time urgency, and hostility. |
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| A pattern consisting of the absence of characteristics associated with the Type A Behavior Pattern. |
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| Aggression in which the prime objective is inflicting some kind of harm on the victim. |
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| Aggression in which the primary goal is not to harm the victim but rather attainment of some other goal-for ex. access to valued resources. |
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| Any form of behavior through which individuals seek to harm others and their work place. |
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| a principle suggesting that in situations in which they interact frequently with potential victims most people try- when engaging in aggression-to maximize the harm they produce while minimizing the danger of retaliation. |
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| Procedures in which aversive consequences are delivered to individuals when they engage in specific actions. |
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| giving up the desire to punish someone who has hurt us and seeking instead to act in kind, helpful ways toward them. |
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| Interdependence because of our evolutionary history it is necessary that we rely on the group for survival as a species. |
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| Groups that tend to involve face to face interaction and inwhich the individual members are bonded to each other. |
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| Face to face interaction is often absent and the members are linked together via the category as a whole rather than each other. |
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| the extent to which a group is perceived as being a coherent entity. |
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| The set of behaviors that individuals occupying specific positions within a group are expected to perform. |
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| Groups in which the norm is to maintain harmony among group members, even if doing so might entail some personal costs. |
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| In such groups the norm is to value standing out from the group and being different from others; individual variability is to be expected and disagreement among members is tolerated. |
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| All forces (factors) that cause group members to remain in the group. |
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| Politicized Collective Identity |
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| Recognizing shared greivances and engaging in a power struggle on behalf of one's devalued group. |
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| the philisophical and political values that govern a group. |
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| Splintering of a groups into distinct factions following an ideological rift among members. |
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| Distraction Conflict Theory |
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| A theory suggesting that social facilitation stems from the conflict produced when individuals attempt simutaneously to pay attention to the other people present and to the task being performed. |
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| Tasks for which the group product is the sum or combination of the efforts of individual members. |
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| Concern over being evaluated by others. Such concern can increase arousal and so contribute to social facilitation effects. |
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| Negative sterotype about how people behave in crowds at sporting events especially apply to incident soccer fans. |
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| Behavior in which groups work together to obtain shared goals |
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| A process in which individuals or groups perceive that others have taken, or will take, actions incompatable with their own interests. |
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| Situations in which each person can increase his or her individual gains by acting in one way, but if all or most people do the same thing the outcomes experienced by all are reduced. |
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| Process in which opposing sides exchange offers, counter offers, and concessions either directly or through representatives. |
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| Goals that both sides to a conflict seek and that tie their interests together rather than driving them apart. |
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| Distributive Justice (Fairness) |
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| Refers to individuals' judgements about whether they are receiving a fair share of available rewards-a share proportionate to their contributions to the groups or any social relationship. |
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| Judgements concerning the fairness of the procedures used to distribute available rewards among group members. |
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| refers to the extent to which people who distribute rewards explain or justify their decions and show respect and courtesy to those who receive the rewards. |
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| processes involved in combining and integrating available information to choose one out of several courses of action. |
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| A process in which people meet as a group to generate new ideas freely. |
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| refers to instances in which police use deadly, often leathal, force against suspecting criminals when in fact such force is not necessary and these people are not an actual threat society. |
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| A theory suggesting that when we make decisions or judgements we often focus on the general idea or gist of information stored in memory and not on the info. itself. One result is that we then remember info. consistant with the gist of our real memories even though it is false. |
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| the branch of psych. that studies the relation between psychological variables and health. |
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| Our response to events that disrupt or threaten to disrupt our phsycial or psychological functioning. |
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| Drawing on the emotional and task resources provided by others as a means of coping with stress. |
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| Industrial Organizational Psychologists |
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| Psychologists who specialize in studying in all forms of behavior and cognition in work settings. |
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| Attitudes individuals hold concerning their jobs. |
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| Organizational citizenship behavior |
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| Help people give each other at work that is not a required part of their jobs. |
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| Influencing others in a group or organization by establishing a direction for collective effort and then managing the collective activities needed to move in that direction. |
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| Great Person Theory of Leadership |
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| The view that leaders posses certain traits that set them apart from other people and that are possed by all leaders no matter where or when they live. |
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| Initiating Stucture (Production Orientation) |
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| A key demention of leader behavior. Leaders high on this demention are primarily concerned with getting the job done. PRODUCTION |
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| Consideration (person orientation) |
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| A key demention of leader behavior; leaders hihg on this dimension focus on establishing good relations with their subordinates and on being liked by them. |
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| Leaders because of several characteristics; exhert profound effects on their followers. |
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| Leaders who direct their groups by rewarding them for desired behavior, by taking action to correct mistakes or departures from exhisting roles. Such leaders generally strenthen existing structers and stategies within an organization. |
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