The self Developing a sense of self over

  • Slides: 25
Download presentation
The self • • Developing a sense of self over time By interactions with

The self • • Developing a sense of self over time By interactions with others With whom? Similar or dissimilar Sense of being different, deviant

Social comparison • How you compare to others • Where you stand

Social comparison • How you compare to others • Where you stand

False consensus exaggerate similarity • • Support our opinions Reinforce our behavior Protect self-esteem

False consensus exaggerate similarity • • Support our opinions Reinforce our behavior Protect self-esteem Avoid feeling deviant – But….

Negative effects • Avoid changing when appropriate • Maintains false beliefs • Maintains harmful

Negative effects • Avoid changing when appropriate • Maintains false beliefs • Maintains harmful behavior

Self-awareness • • Makes values more prominent Highlights deviations from ideals Makes behave closer

Self-awareness • • Makes values more prominent Highlights deviations from ideals Makes behave closer to ideals Makes self-conscious

Attribution of success and failure • Take credit for success • Give credit for

Attribution of success and failure • Take credit for success • Give credit for failure • Protect and enhance self-esteem

Overjustification • Reward for doing what you like • May reduce liking • Why?

Overjustification • Reward for doing what you like • May reduce liking • Why?

explanations • Self-perception • Competition • Inferences

explanations • Self-perception • Competition • Inferences

Self-perception theory • Daryl Bem • Base knowledge of self on how we act

Self-perception theory • Daryl Bem • Base knowledge of self on how we act • Probably very limited

Self-perception theory • • • Daryl Bem Look at what we do and situation

Self-perception theory • • • Daryl Bem Look at what we do and situation Decide what we feel Probably not very useful but For overjustification…. I was paid so I probably don’t like it much

Competition • • • I just loved playing the game Or painting or playing

Competition • • • I just loved playing the game Or painting or playing the violin Now they pay me if I do well Not so much fun any more So non-contingent awards may be OK

Inference • • • We infer other’s beliefs if there is high security, must

Inference • • • We infer other’s beliefs if there is high security, must be valuable If left out, probably not valuable If they bribe me to eat it, probably awful If they pay be to do it. Probably not so good

Emotions: two-factor theory • Schachter • Ambiguous feelings plus context

Emotions: two-factor theory • Schachter • Ambiguous feelings plus context

Learned helplessness • Non-contingent failure • Why bother? • Generalizes to other situation!

Learned helplessness • Non-contingent failure • Why bother? • Generalizes to other situation!

Locus of control • Internal – strong, confident, high self-esteem • External – weak,

Locus of control • Internal – strong, confident, high self-esteem • External – weak, not confident, low self-esteem But…

Limitations • Do not always want control • Some prefer not to have control

Limitations • Do not always want control • Some prefer not to have control • Choice not always preferable

Behavior affects attitudes • Cognitive dissonance theory – Leon Festinger

Behavior affects attitudes • Cognitive dissonance theory – Leon Festinger

The theory • Two cognitions that are inconsistent with each other • produces dissonance

The theory • Two cognitions that are inconsistent with each other • produces dissonance

 • Dissonance is uncomfortable • people try to reduce it

• Dissonance is uncomfortable • people try to reduce it

dissonance • Not just any inconsistency • not whenever expectations are wrong • not

dissonance • Not just any inconsistency • not whenever expectations are wrong • not whenever hopes aren’t satisfied

When? • Refers to the self • behavior and attitudes • act inconsistent with

When? • Refers to the self • behavior and attitudes • act inconsistent with beliefs

justification • Sufficient reduces dissonance • insufficient produces dissonance

justification • Sufficient reduces dissonance • insufficient produces dissonance

Reduce dissonance by • distorting behavior • distorting justification • but the easiest is

Reduce dissonance by • distorting behavior • distorting justification • but the easiest is usually • Changing attitude

Effect of dissonance on attitude change

Effect of dissonance on attitude change

Other explanations • Impression management – No - not real change Self-perception unlikely

Other explanations • Impression management – No - not real change Self-perception unlikely