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Some attitudes are meaningful to a person because they articulate beliefs that are intrinsic to that person's self-concept (i.e. their ideas about who they are). The attitude is, consequently, "part of who they are" and the expression of that attitude communicates important things about that person to others (Carpenter et al., 2013). [3]
This model proposes that when people are motivated to process information and are cognitively able to engage in the subject, they make decisions through the central route. This type of decision-making results in a permanent attitude shift and the person will begin to elaborate on the arguments presented, further strengthening the argument.
[5] Essentially, after a choice is made people tend to adjust their attitudes to be consistent with, the decision they have already made. [6] [2] [7] It is also possible that choice-supportive memories arise because an individual is only paying attention to certain pieces of information when making a decision or to post-choice cognitive ...
This functional attitude theory suggests that in order for attitudes to change (e.g., via persuasion), appeals must be made to the function(s) that a particular attitude serves for the individual. As an example, the ego-defensive function might be used to influence the racially prejudicial attitudes of an individual who sees themselves as open ...
In their theory, there are two different routes to persuasion in making decisions. The first route is known as the central route and this takes place when a person is thinking carefully about a situation, elaborating on the information they are given, and creating an argument. This route occurs when an individual's motivation and ability are high.
Attitude-behavior consistency is an important concept for social science research because claims are often made about behavior based on evidence which is really about attitudes. The attitudinal fallacy is committed when verbal data are used to support claims not about what people believe or say, but what they do.
The traditional view of attitude neglects an individual's emotional and motivational influences as well as the social context in which the attitude(s) are formed, meaning an individual is more likely to assume a speaker with authority will be informative, truthful, relevant, and clear. [7]
[4] The next phase of the escalation process is self-justification and rationalizing if the decision the leader made used resources well, if the resources being used were used to make positive change, and assuring themselves that the decision they chose was right. Leaders must balance costs and benefits of any problem to produce a final decision.