Interpersonal Deception Theory
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Interpersonal Deception theory
Can you spot liars? David Buller and Judee Burgoon believe that we are poor at spotting liars, and they explained why in this Interpersonal Deception theory.
Interpersonal Deception Theory by Adriana Johnson
Interpersonal Deception Theory (IDT) is a communication theory that makes predictions about deception based on characteristics of the source, receiver, context, message, feedback, and channel. IDT views deception as a form of strategic communication aimed at effectiveness and appropriateness. To be an effective deceiver according to IDT, one must efficiently handle large amounts of information while allowing the receiver to actively engage with the deceptive message. IDT is used by psychologists, communication researchers, and sociologists and has been expanded on by theorists like Buller and Burgoon who developed 21 propositions to comprehensively describe the timeline of deceptive interactions.
Interpersonal Deception Theory
Interpersonal Deception Theory (IDT) proposes that deception is an interactive process between individuals rather than something determined solely by the deceiver. According to the theory, people are generally poor at detecting deception. IDT outlines common deception practices such as falsification, concealment, and equivocation. It also discusses how deceivers may exhibit unintentional nonverbal cues or "leakage" due to arousal, guilt, or cognitive overload, but that these cues are not always reliable indicators of deception. Receivers of potential deception, meanwhile, experience a dilemma in balancing their expectations of honesty with any suspicions, and indirect forms of probing a deceiver's truthfulness have uncertain value.
Q3L04 - Cognitive Dissonance
1. Cognitive dissonance is an unpleasant psychological state that occurs when a person holds two or more inconsistent cognitions.
2. Leon Festinger's theory proposed that people seek to reduce dissonance by changing their cognitions to make them more consistent.
3. Festinger's 1959 experiment found that students who were paid $1 to lie about a boring task came to believe the task was interesting, while those paid $20 did not, in order to reduce dissonance between their actions and attitudes.
Organizing model of communication theory
This document outlines an organizing model of communication theory. It divides theories into quantitative/individual, qualitative/individual, quantitative/social, and qualitative/social frameworks. The key theories are discussed, such as behaviorism in cognitive/behavioral theories, structuralism in structural/functional theories, social phenomenology in interpretive theories, and feminism in critical theories. Interactionist theories focus on language and meaning creation through social interaction. Examples of prominent theories are provided for each framework.
Organizing (Theory and Practice in Educational Administration)
This document contains notes from a lecture on organizational structures and concepts. It discusses different types of organizational structures such as line, functional, and line and staff structures. It also defines key concepts related to organizing such as formal and informal organization, and the components of a business corporation including owners/investors, board of directors, officers, and employees. The document provides examples and descriptions of different bases for building organizations and approaches to scientific management.
Cognitive dissonance topic 5 presentation
Cognitive Dissonance Theory proposes that individuals experience discomfort when their beliefs and actions are inconsistent, motivating them to change their beliefs or actions to reduce discomfort. The theory was developed by psychologist Leon Festinger and remains popular among psychologists and communication scholars, though it was initially disputed. While the theory can explain behavior changes, critics argue it does not always accurately predict changes in attitudes or actions.
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Interpersonal Deception theory
Can you spot liars? David Buller and Judee Burgoon believe that we are poor at spotting liars, and they explained why in this Interpersonal Deception theory.
Interpersonal Deception Theory by Adriana Johnson
Interpersonal Deception Theory (IDT) is a communication theory that makes predictions about deception based on characteristics of the source, receiver, context, message, feedback, and channel. IDT views deception as a form of strategic communication aimed at effectiveness and appropriateness. To be an effective deceiver according to IDT, one must efficiently handle large amounts of information while allowing the receiver to actively engage with the deceptive message. IDT is used by psychologists, communication researchers, and sociologists and has been expanded on by theorists like Buller and Burgoon who developed 21 propositions to comprehensively describe the timeline of deceptive interactions.
Interpersonal Deception Theory
Interpersonal Deception Theory (IDT) proposes that deception is an interactive process between individuals rather than something determined solely by the deceiver. According to the theory, people are generally poor at detecting deception. IDT outlines common deception practices such as falsification, concealment, and equivocation. It also discusses how deceivers may exhibit unintentional nonverbal cues or "leakage" due to arousal, guilt, or cognitive overload, but that these cues are not always reliable indicators of deception. Receivers of potential deception, meanwhile, experience a dilemma in balancing their expectations of honesty with any suspicions, and indirect forms of probing a deceiver's truthfulness have uncertain value.
Q3L04 - Cognitive Dissonance
1. Cognitive dissonance is an unpleasant psychological state that occurs when a person holds two or more inconsistent cognitions.
2. Leon Festinger's theory proposed that people seek to reduce dissonance by changing their cognitions to make them more consistent.
3. Festinger's 1959 experiment found that students who were paid $1 to lie about a boring task came to believe the task was interesting, while those paid $20 did not, in order to reduce dissonance between their actions and attitudes.
Organizing model of communication theory
This document outlines an organizing model of communication theory. It divides theories into quantitative/individual, qualitative/individual, quantitative/social, and qualitative/social frameworks. The key theories are discussed, such as behaviorism in cognitive/behavioral theories, structuralism in structural/functional theories, social phenomenology in interpretive theories, and feminism in critical theories. Interactionist theories focus on language and meaning creation through social interaction. Examples of prominent theories are provided for each framework.
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Cognitive dissonance topic 5 presentation
Cognitive Dissonance Theory proposes that individuals experience discomfort when their beliefs and actions are inconsistent, motivating them to change their beliefs or actions to reduce discomfort. The theory was developed by psychologist Leon Festinger and remains popular among psychologists and communication scholars, though it was initially disputed. While the theory can explain behavior changes, critics argue it does not always accurately predict changes in attitudes or actions.
Unit 14
Cognitive dissonance theory proposes that people experience psychological discomfort from holding contradictory cognitions, or beliefs, and they are motivated to reduce this discomfort through various dissonance reduction strategies. When making decisions between alternatives, people experience more dissonance the more similar the alternatives are. After deciding, dissonance can be reduced by evaluating the chosen alternative more positively and the rejected one less positively. An experiment found that participants who were paid $1 to lie about an activity experienced more dissonance than those paid $20, supporting that justification of one's actions lowers dissonance.
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Rohit Rohan discusses cognitive dissonance theory in psychology. The theory proposes that people seek to reduce inconsistencies between their attitudes, beliefs, values or behaviors. When faced with conflicting cognitions, individuals will alter existing beliefs, add new beliefs, or reduce the importance of conflicting beliefs to establish consistency. The document provides examples of cognitive dissonance, criticisms of the theory, and discusses its application to advertising and consumer behavior. It suggests advertising helps reduce dissonance experienced after a purchase by emphasizing product benefits.
Cognitive Dissonance
Leon Festinger recognized cognitive dissonance, an inconsistency between one's actions and beliefs, which causes psychological discomfort. To alleviate this dissonance, people will change their belief, change their action, or change their perception of the action. However, salespeople, politicians, and others can manipulate cognitive dissonance to influence behavior, such as charities showing realistic disaster images to increase donations or politicians appealing to post-election party allegiance. While cognitive dissonance theory explains human sensitivity to inconsistencies, some scholars argue it may not reflect how little people consciously think about inconsistencies.
Organisation Theory
The document provides an overview of topics related to organizational behavior and management. It includes definitions of key terms like organization and organizational behavior. It also outlines the determinants and significance of organizational behavior for effectiveness. Various approaches to organizational behavior are discussed like systems approach, contingency perspective, and interactionalism. Challenges and trends in the field like globalization, diversity, and stimulating innovation are highlighted. Models of organizational behavior and a basic framework are presented.
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Cognitive dissonance theory proposes that people experience psychological discomfort from inconsistency between their attitudes and behaviors. There are three main hypotheses for reducing dissonance: 1) selective exposure to ideas consistent with existing beliefs, 2) increased justification of decisions after making them, and 3) changing attitudes to align with new behaviors undertaken with effort. Dissonance is caused by psychological need for consistency rather than logical inconsistency. Reducing dissonance can involve denial, forgetfulness, self-affirmation or changing attitudes. Persuaders can bypass dissonance by developing good relationships and providing minimal encouragement for new behaviors.
Cognitive dissonance theory
Leon Festinger first proposed cognitive dissonance theory in 1957. The theory suggests that people have an inner drive for cognitive consistency and avoid disharmony between attitudes, beliefs or behaviors. When two cognitions clash, it produces an unpleasant feeling of tension called cognitive dissonance that motivates us to resolve the inconsistency. Dissonance can be reduced by changing beliefs, actions, or perceptions to restore cognitive consistency. Understanding cognitive dissonance provides insight into human rationalization and decision making processes.
Classical Organizational Theory
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
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Cognitive dissonance theory proposes that people experience psychological discomfort from holding contradictory cognitions, or beliefs, and they are motivated to reduce this discomfort through various dissonance reduction strategies. When making decisions between alternatives, people experience more dissonance the more similar the alternatives are. After deciding, dissonance can be reduced by evaluating the chosen alternative more positively and the rejected one less positively. An experiment found that participants who were paid $1 to lie about an activity experienced more dissonance than those paid $20, supporting that justification of one's actions lowers dissonance.
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Cognitive Dissonance
Leon Festinger recognized cognitive dissonance, an inconsistency between one's actions and beliefs, which causes psychological discomfort. To alleviate this dissonance, people will change their belief, change their action, or change their perception of the action. However, salespeople, politicians, and others can manipulate cognitive dissonance to influence behavior, such as charities showing realistic disaster images to increase donations or politicians appealing to post-election party allegiance. While cognitive dissonance theory explains human sensitivity to inconsistencies, some scholars argue it may not reflect how little people consciously think about inconsistencies.
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Cognitive dissonance theory proposes that people experience psychological discomfort from inconsistency between their attitudes and behaviors. There are three main hypotheses for reducing dissonance: 1) selective exposure to ideas consistent with existing beliefs, 2) increased justification of decisions after making them, and 3) changing attitudes to align with new behaviors undertaken with effort. Dissonance is caused by psychological need for consistency rather than logical inconsistency. Reducing dissonance can involve denial, forgetfulness, self-affirmation or changing attitudes. Persuaders can bypass dissonance by developing good relationships and providing minimal encouragement for new behaviors.
Cognitive dissonance theory
Leon Festinger first proposed cognitive dissonance theory in 1957. The theory suggests that people have an inner drive for cognitive consistency and avoid disharmony between attitudes, beliefs or behaviors. When two cognitions clash, it produces an unpleasant feeling of tension called cognitive dissonance that motivates us to resolve the inconsistency. Dissonance can be reduced by changing beliefs, actions, or perceptions to restore cognitive consistency. Understanding cognitive dissonance provides insight into human rationalization and decision making processes.
Classical Organizational Theory
The document summarizes the key contributors to classical organizational theory, including Frederick Taylor's scientific management theories, Henri Fayol's administrative management principles, Luther Gulick's expansion of Fayol's management functions, and Max Weber's ideal bureaucracy. It discusses some of their major ideas, such as Taylor's time and motion studies, Fayol's 14 management principles, Gulick's addition of budgeting as the 7th management function, and Weber's classification of authority and characteristics of rational-legal authority. The human relations movement emerged from the Hawthorne experiments in the 1920s-1930s, shifting focus to social and psychological factors.
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