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SOCIAL INFLUENCE AO1 - Coggle Diagram

- - - - 123 male American participants
      - tested in groups of 6 to 8
      - 1 naive participants, rest confederates
      - shown lines X (standard line), A, B + C
      - one line same as X, rest clearly different
      - had to say aloud which line matched
      - naive participant always seated last or second to last
      - naive participant conformed 36.8% of time
      - 25% never conformed
      - 75% conformed at least once
    - - group size
        
        varied no. of confederates between 2 + 16
        
        curvilinear relationship between group size + conformity
        
        2 confederates = 13.6% conformity
        
        3 confederates = 31.8% conformity
        
        people sensitive to opinions of others as 1 confederate enough to sway opinion
      - Unanimity
        
        introduced dissenting confederate that disagreed with majority
        
        conformity reduced on average to less than 1/4 of level when majority unanimous
        
        dissenter enabled naive participant to behave more inependantly
      - Task difficulty
        
        made line judging harder by making lengths more similar
        
        situation more ambiguous so more likely to look to others for guidance + assume they're right
  - - - person genuinely accepted group norm
      - opinion permanently changed
      - group view internalised by person
    - - person feels motivated to conform to group because they value group
      - want to be part of + identify with group
      - publicly agree, privately disagree
    - - person only conforms to go along with group
      - view of group isn't important, doesn't matter if you agree or disagree
      - change superficial + only exists in presence of group
      - *Asch experiment
  - - - fundamental desire to be right
      - swayed by majority in uncertain situations
      - cognitive process, may lead to internalosation
    - - fundamental desire to be liked
      - seek to behave like others to avoid ridicule
      - regulate behaviour to match norm of group around us
      - emotional process, may lead to compliance
      - change only exists in presence of group
- - - - removed experimenter from room = 20% reached 450V
      - learner + teacher moved into same room (with experimenter) = 40% reached 450V
      - touch proximity (teacher puts learners hand on shock plate) (with experimenter) =m 30% reached 450V
    - - conducted variation in run down office block rather than prestigious Yale Uni
      - obedience fell to 47.5%
      - prestigious uni environment gave Milgram's study legitimacy + authority
      - participants more obedient as they perceived experimenter shared legitimacy + obedience was expected
      - obedience still high as participants perceived scientific nature of experiment
    - - experimenter called away because of 'inconvenient phone call' at start of procedure
      - role taken over by ordinary member of public in everyday clothes
      - obedience dropped to 20%
      - uniform widely recognised as symbol of authority
      - someone in uniform is accepted as being entitled to expect obedience
  - - - order from authority triggers agentic shift from autonomous to agentic state
      - when order issued that goes against our conscience we experience moral strain as we have 2 contradictory urges
      - when feeling moral strain we often do things to make us feel better, enabling us to stay in agentic state
      - binding factors reduce moral strain so we can stay in agentic state
    - - person perceived to be in position of social control within a situation
      - more likely to obey those perceived to have authority
      - authority justified by individuals position of power in social heirarchy
      - takes place in some form of institutional structure
      - socialised to accept authority's legitimacy
      - once legitimacy of authority accepted we're likely to allow authority figure to define meaning of situations
      - problems when legitimate authority becomes destructive as leaders can use powers for destructive purposes
  - - - tendency to obey authority instructions without question
      - high obedience = pathological
      - Adorno cause lies in personality
      - Features
        
        exaggerated respect for authority
        
        submissiveness to authority
        
        contempt for people of inferior status
      - Comes from:
        
        originates in childhood
        
        very strict discipline
        
        expectation of absolute loyalty
        
        very high standards
        
        severe criticism
        
        characterised by conditional love
      - hostility towards/fear of parents displaced onto those socially inferior
    - - investigated unconscious attitudes towards towards other racial groups of 2000+ middle class white Americans
      - F-scale
      - authoritarians = high F-scale score
      - authoritarians identified with 'strong' people + contemptuous of 'weak'
      - people conscious of their own + others statuses
      - excessive respect + deference to those of higher status
      - authoritarian people had cognitive style of no 'fuzziness' between categories of people with fixed distinctive stereotypes about other groups
- - - - pressure to conform reduced if others also not confmorming
      - Asch's unanimity variable
      - by one person not conforming, others feel emboldened to follow their own conscience
      - dissenter acts as model + shows majority not unanimous
    - - obedience reduced by other dissenting partner
      - pressure to obey reduced if others seen to disobey
      - obedience fell from 65% to 10% in Milgram's disobedient peer condition
      - dissenters disobedience frees participant to act in accordance with their conscience
      - disobedient model challenges legitimacy of authority
  - - - responsible for what happens to themselves
      - more able to resist
      - take personal responsibility + base decisions on own beliefs
      - achievement oreientated
      - self confident + intelligent
      - less need for approval
      - characteristics of a leader
    - - matter of luck or other outside forces
- - - - diachronic consistency
      - synchronic consistency