BPCC 107 : SOCIAL PSYCHOLOGY

PART A
Assignment One

1. Explain the various causes and theoretical approaches to

aggression.

Ans-

Causes and Theoretical Approaches to Aggression

Introduction
Aggression is any behavior that is meant to harm or hurt others. It can
be physical, verbal, or emotional. Aggression can be caused by different
factors, and psychologists have developed various theories to explain
why people act aggressively.

Causes of Aggression

1. Biological Causes

o Genetics: Some people may be naturally more aggressive

due to inherited traits.

o Brain Structure: The amygdala, a part of the brain, controls

emotions like aggression. If it is overactive, a person may be
more aggressive.

o Hormones: High levels of testosterone (a male hormone)

are linked to aggressive behavior.
 2. Psychological Causes

o Frustration: When people cannot achieve their goals, they

may become aggressive.

o Learned Behavior: People may learn aggression by watching

others. If a child sees their parents or friends acting
aggressively, they may copy that behavior.

o Low Self-Control: Some individuals struggle to control their

emotions and react aggressively.

3. Environmental Causes

o Violent Media: Watching violent movies or playing

aggressive video games can make some people act
aggressively.

o Crowding and Stress: People living in stressful or crowded

environments may become aggressive.

o Social Rejection: Being ignored or bullied can make a person

aggressive in response.

Theoretical Approaches to Aggression

1. Biological Theories

o Instinct Theory (Sigmund Freud): Freud believed that

humans have a natural instinct for aggression. He said that
aggression is built into our personality and must be
controlled by society.
 o Evolutionary Theory: This theory suggests that aggression
helped humans survive by protecting themselves and their
resources.

2. Psychological Theories

o Frustration-Aggression Hypothesis: This theory states that

when people face frustration, they become aggressive. For
example, if a person fails in an exam, they may take out their
anger on others.

o Social Learning Theory (Albert Bandura): Bandura believed

that aggression is learned by watching others. If children see
their parents fighting, they may learn that aggression is
acceptable.

o Cognitive Neoassociation Theory: This theory suggests that

unpleasant experiences (such as pain, heat, or stress) can
trigger aggression.

3. Environmental Theories

o Culture of Honor: In some cultures, people are encouraged

to defend their honor with aggression.

o Situational Factors: Aggression can increase in certain

situations, such as when people are in groups or when they
feel provoked.

Conclusion

Aggression is influenced by biological, psychological, and environmental

factors. Different theories explain why people behave aggressively, but
no single theory can fully explain it. Understanding aggression helps in
developing ways to reduce it, such as anger management programs,
promoting positive role models, and reducing exposure to violent
media.

2. Discuss the various components and types of group. Explain the

stages of group formation.

Ans-

Components, Types, and Stages of Group Formation

Introduction

A group is a collection of people who interact with each other, share

common goals, and influence one another. Groups exist everywhere,
such as in schools, workplaces, families, and communities. People form
groups for social support, teamwork, and shared interests.

Components of a Group

Every group has certain important elements that define its structure
and function:

1. Members: A group consists of two or more people who regularly

interact.

2. Common Goals: The group members work together to achieve

shared objectives.

3. Interaction: Members communicate and cooperate with each

other.
 4. Norms: Groups develop rules and expectations about how
members should behave.

5. Roles: Each member has a specific role or responsibility within the

group.

6. Cohesion: The bond that holds the group together and keeps
members united.

7. Leadership: Most groups have a leader who guides and influences

members.

Types of Groups

Groups can be classified based on their purpose, structure, and

relationships.

1. Primary Groups: These are small, close-knit groups where

members have strong emotional bonds. Examples include family
and close friends.

2. Secondary Groups: These are larger, more formal groups formed

for a specific purpose, such as work teams or school committees.

3. Formal Groups: Created with defined rules, structures, and goals.

Examples include business organizations and political parties.

4. Informal Groups: These develop naturally based on personal

relationships, such as friend circles or hobby groups.

5. In-Group: A group to which an individual feels they belong, such

as a religious community or sports team.

6. Out-Group: A group that an individual does not belong to and

may even feel competition against.
 7. Task-Oriented Groups: These groups focus on completing a
specific job or task, like a project team.

8. Social Groups: These groups focus on social interactions and

emotional support, such as online communities or clubs.

Stages of Group Formation

Psychologist Bruce Tuckman proposed a model of group formation with

five stages:

1. Forming (Getting to Know Each Other):

o Members meet for the first time and get to know each
other.

o There is politeness and uncertainty as people try to

understand their roles.

o A leader often emerges to guide the group.

2. Storming (Conflicts and Challenges):

o Members express their opinions, which can lead to

disagreements.

o Conflicts arise as people struggle for leadership or different

work styles clash.

o This stage is important for building trust and resolving

differences.

3. Norming (Establishing Rules and Cooperation):

o Members start to accept each other and agree on norms

and expectations.
 o Cooperation and teamwork improve.

o Roles and responsibilities are clearly defined.

4. Performing (Working Towards Goals):

o The group becomes productive and focused on achieving its

goals.

o Members work efficiently, support each other, and solve

problems together.

o The leader's role becomes less controlling as the group

functions smoothly.

5. Adjourning (Disbanding or Ending the Group):

o The group completes its purpose and may disband.

o Members reflect on their achievements and say goodbye.

o Some members may feel emotional attachment, while

others move on to new groups.

Conclusion

Groups play a significant role in human life, helping people connect,

collaborate, and achieve common goals. Understanding the
components, types, and stages of group formation helps in building
strong and effective groups in different areas of life, from workplaces to
social settings.

Assignment Two
3. Strategies for Gaining Compliance.

Ans- Strategies for Gaining Compliance

Compliance means getting someone to agree to a request or follow

instructions. It is often used in marketing, leadership, and everyday
interactions. Here are some effective strategies for gaining compliance:

1. Foot-in-the-Door Technique: Start with a small request before

asking for a bigger one. People are more likely to agree if they
have already said yes to something smaller.

2. Door-in-the-Face Technique: First, ask for a large request that is

likely to be refused, then follow up with a smaller request. The
second request seems more reasonable, increasing compliance.

3. Reciprocity: People tend to return favors. Offering help or a small

gift increases the chances that the person will comply with your
request.

4. Social Proof: When people see others doing something, they are
more likely to do the same. Showing that others agree with you
can increase compliance.

5. Authority: People tend to follow experts or figures of authority.

Presenting yourself as knowledgeable increases compliance.

6. Scarcity: People value things that are rare or limited. Creating

urgency (e.g., "Limited offer!") can encourage compliance.
 7. Liking: People are more likely to comply with requests from
someone they like or relate to. Building rapport helps gain
compliance.

4. Causes and outcomes of conflict.

Ans- Causes and Outcomes of Conflict

Causes of Conflict:

1. Miscommunication: Lack of clear communication can lead to

misunderstandings.

2. Differences in Opinions: People have different beliefs, values, and

ideas, which can cause disagreements.

3. Limited Resources: When people compete for money, jobs, or

space, conflicts arise.

4. Power Struggles: Conflicts occur when individuals or groups try to

gain control or authority.

5. Unmet Expectations: When expectations are not fulfilled,

frustration leads to conflict.

6. Emotional Reactions: Anger, jealousy, or stress can cause conflicts

in personal and professional relationships.

Outcomes of Conflict:

1. Positive Outcomes:

o Leads to better understanding and problem-solving.

 o Encourages personal and professional growth.

o Strengthens relationships when resolved properly.

2. Negative Outcomes:

o Causes stress, anxiety, and frustration.

o Damages relationships and teamwork.

o Leads to violence or long-term resentment if unresolved.

5. Types of schema.

Ans- Types of Schema

A schema is a mental framework that helps people organize and

interpret information. It shapes how we understand the world. There
are different types of schemas:

1. Person Schema: Helps us understand people’s traits and

behaviors. Example: We expect a teacher to be knowledgeable.

2. Social Schema: Guides how we behave in social situations.

Example: Knowing how to act at a formal dinner.

3. Self-Schema: Includes beliefs about ourselves, such as personality

and abilities. Example: Seeing yourself as hardworking or friendly.

4. Event Schema (Script): Helps us know what to expect in certain

events. Example: The steps followed in a job interview.

5. Role Schema: Defines how people in certain roles should behave.

Example: Expecting doctors to be caring and professional.
6. Attitude Formation.

Ans- Attitude Formation

Attitude formation is the process by which people develop opinions,

feelings, and beliefs about people, objects, or events. It is influenced by
different factors:

1. Experience: Personal experiences shape attitudes. Positive

experiences create a favorable attitude, while negative
experiences lead to dislike.

2. Social Influence: Family, friends, and society play a role in shaping

attitudes. Children learn attitudes from their parents and peers.

3. Media and Information: Television, social media, and news affect

how people think about certain topics. Advertisements also
influence attitudes toward products.

4. Learning: Attitudes can be formed through direct instruction,

observation, or repeated exposure to ideas.

5. Emotions: Feelings and emotions strongly impact attitudes. For

example, fear or happiness can shape opinions about a situation.

7. Errors and Biases in Attribution.

Ans- Errors and Biases in Attribution

Attribution is how people explain the reasons behind others' behavior.
Sometimes, people make mistakes in these judgments, leading to
errors and biases:

1. Fundamental Attribution Error: People often blame others’

actions on their personality rather than the situation. Example:
Thinking someone is rude instead of considering they might be
having a bad day.

2. Self-Serving Bias: People take credit for success but blame

external factors for failure. Example: A student who gets good
marks says, “I studied hard,” but if they fail, they say, “The exam
was too difficult.”

3. Actor-Observer Bias: We see our own actions as situational but

blame others' actions on their personality. Example: If we are late,
we blame traffic, but if someone else is late, we think they are
irresponsible.

These biases affect how we judge people and situations.

8. Types of leadership.

Ans-- Types of Leadership

Leadership is the ability to guide and influence others. Different leaders

use different styles based on the situation and people they lead.

1. Autocratic Leadership: The leader makes all decisions without

input from others. Example: A strict boss who gives direct orders.
 2. Democratic Leadership: The leader involves team members in
decision-making. Example: A manager who values employees’
opinions.

3. Laissez-Faire Leadership: The leader gives full freedom to the

team with little supervision. Example: A professor allowing
students to choose their own project topics.

4. Transformational Leadership: The leader inspires and motivates

followers to achieve great goals. Example: A CEO encouraging
innovation in a company.

5. Transactional Leadership: The leader rewards or punishes based

on performance. Example: A coach who gives prizes for good
performance.

Each style works best in different situations.

THE END

Neech ka tutorial hai ise alag page se likhna hai… BABE

 PART B

BPCC 107 : SOCIAL PSYCHOLOGY (Tutorial)

1. Diksha employed different strategies which led to maximum

utilisation of her cognitive resources in minimum cognitive efforts;
consequently leading to an automatic, rapid, spontaneous and
effortless social thought process. Discuss the various mental shortcuts
that can be used by her. Explain the various sources of errors that can
take place in social cognition.

Ans-
Mental Shortcuts and Errors in Social Cognition
Mental Shortcuts (Heuristics) Used by Diksha
Mental shortcuts, also known as heuristics, help people make decisions
quickly and efficiently. They reduce cognitive effort and allow for rapid
social judgments. Diksha, by using these strategies, was able to
maximize cognitive resources with minimal effort. Below are the main
mental shortcuts she may have used:
1. Availability Heuristic
o People judge the likelihood of an event based on how easily
similar examples come to mind. If Diksha frequently hears
about accidents on the news, she may overestimate the
probability of experiencing one herself.
2. Representativeness Heuristic
o This involves categorizing something based on how similar it
is to a typical case. For example, Diksha might assume a
person wearing a lab coat is a doctor because they match
the stereotype, even though they could be a scientist.
3. Anchoring and Adjustment Heuristic
o People rely too much on the first piece of information they
receive (the “anchor”) and make adjustments from there.
For instance, if a product is initially priced at $100 but then
 offered at $70, Diksha may think she is getting a great deal,
even if the actual value is much lower.
4. Confirmation Bias
o This is the tendency to search for, interpret, and remember
information that confirms pre-existing beliefs. If Diksha
believes a certain politician is corrupt, she may only notice
negative news about them while ignoring positive reports.
5. False Consensus Effect
o This is the assumption that others think and behave similarly
to oneself. If Diksha strongly supports an environmental
cause, she might assume most people do as well, even if
they do not.
6. Hindsight Bias
o After an event occurs, people believe they predicted it all
along. Diksha might believe she “knew” the outcome of an
election even though she was uncertain before the results.
7. Illusory Correlation
o This occurs when people falsely perceive a relationship
between two unrelated things. For example, Diksha might
believe that people who wear glasses are always intelligent,
even though no real connection exists.
Sources of Errors in Social Cognition
While mental shortcuts help in quick decision-making, they can also
lead to errors in social cognition. Below are common sources of these
errors:
1. Stereotyping
o People categorize others based on group membership
instead of individual characteristics. Diksha may assume that
all athletes are less intelligent, which is an unfair
generalization.
2. Self-Fulfilling Prophecy
o When people’s expectations about others influence their
behavior in a way that causes the expectation to come true.
 If Diksha believes a new colleague is unfriendly, she may act
distant toward them, leading them to respond in an
unfriendly way.
3. Attribution Errors
o These errors occur when people explain others' behaviors
incorrectly. The two main attribution errors include:
 Fundamental Attribution Error: Overestimating
personality factors and underestimating situational
influences. For example, if Diksha sees someone being
rude, she may assume they are a bad person rather
than considering they might be having a bad day.
 Actor-Observer Bias: Attributing others’ actions to
personality but blaming one's own behavior on
external factors. Diksha may think a coworker is lazy
for missing a deadline, but if she does the same, she
blames a heavy workload.
4. Overconfidence Bias
o People tend to overestimate their knowledge and abilities. If
Diksha believes she can accurately judge people within
minutes of meeting them, she might make incorrect
assumptions.
5. Halo Effect
o The tendency to let one positive trait influence overall
perception. If Diksha meets someone who is well-dressed,
she might assume they are also intelligent and kind without
real evidence.
6. Negativity Bias
o People focus more on negative information than positive
information. If Diksha hears one bad review about a
restaurant among many good ones, she might avoid eating
there.
7. Egocentric Bias
 o People tend to see themselves as more important in a
situation than they really are. If Diksha’s friend forgets to
reply to a message, she might assume it is intentional rather
than considering they were busy.
8. Belief Perseverance
o The tendency to hold on to beliefs even when faced with
contradictory evidence. Even if Diksha is shown facts that a
rumor she believes is false, she might still cling to her belief.

2- Collect the attitude of at least 15 persons (of any age above 12yrs)
from your neighborhood about their attitude towards politics. Make a
collective report of their attitude and suggest the factors that resist
persuasion (attitude change).

Ans-

Report on Political Attitudes in the Neighborhood

Introduction

This report presents an analysis of the political attitudes of 15

individuals aged 12 and above from our neighborhood. The aim is to
understand their perspectives on political engagement, trust in political
systems, and openness to differing viewpoints. Additionally, the report
explores factors that contribute to resistance to attitude change in the
political context.

Methodology

Fifteen residents were interviewed using a structured questionnaire

that included both open-ended and close-ended questions. The
questions focused on their interest in politics, trust in political figures
and institutions, sources of political information, and willingness to
engage with opposing political views. The responses were analyzed to
identify common themes and patterns.

Findings

1. Interest in Politics:

o 8 individuals expressed a strong interest in political matters,

regularly following news and participating in discussions.

o 4 individuals showed moderate interest, engaging

occasionally based on specific issues.

o 3 individuals displayed minimal interest, feeling that politics

does not directly impact their daily lives.

2. Trust in Political Figures and Institutions:

o 5 individuals reported high trust in political leaders and

institutions, believing they work for public welfare.

o 6 individuals exhibited moderate trust but were skeptical

about politicians' promises and actions.

o 4 individuals expressed low trust, citing concerns about

corruption and lack of transparency.

3. Sources of Political Information:

o 9 individuals primarily relied on social media platforms for

political updates.
 o 4 individuals depended on traditional media outlets such as
television and newspapers.

o 2 individuals received political information through

community discussions and word of mouth.

4. Openness to Opposing Political Views:

o 6 individuals were open to engaging with differing political

opinions and valued diverse perspectives.

o 5 individuals were neutral, occasionally considering

opposing views but with reservations.

o 4 individuals were resistant to opposing viewpoints, firmly

holding onto their beliefs and avoiding contradictory
information.

Factors Resisting Attitude Change (Persuasion)

1. Confirmation Bias:

o Individuals tend to favor information that confirms their

existing beliefs and disregard contradictory evidence. This
bias reinforces pre-existing attitudes and makes individuals
resistant to change.

2. Social Identity and Group Influence:

o Belonging to a particular social or political group can lead

individuals to adopt the group's attitudes and resist
changing them to maintain social cohesion and acceptance.

3. Cognitive Dissonance:
 o Changing one's attitude can create psychological discomfort,
as it may conflict with existing beliefs and self-identity. To
avoid this discomfort, individuals may resist attitude change.

4. Emotional Investment:

o Strong emotional connections to certain political beliefs or

ideologies can make individuals less open to alternative
viewpoints, as changing their stance may feel like a personal
loss.

5. Perceived Threat to Values:

o When new information or perspectives are perceived as

threats to one's core values or worldview, individuals are
more likely to resist persuasion and cling to their existing
attitudes.

6. Inoculation Effect:

o Exposure to weak counterarguments can strengthen an

individual's original beliefs, making them more resistant to
stronger opposing arguments in the future.

Conclusion

The analysis reveals a diverse range of political attitudes within the

neighborhood, influenced by factors such as information sources, social
identities, and emotional investments. Understanding the psychological
mechanisms that contribute to resistance to attitude change is crucial
for fostering constructive political discourse and promoting openness
to diverse perspectives.
THE END