SOCIAL THINKING B Y : M S .

P A shortcuts can lead to biases in world settings such as

ULINE judgment, such as the tendency courtrooms, classrooms, and
to overemphasize dispositional workplaces. This bias has been
Social thinking is the process by
factors when interpreting the shown to have important
which we interpret the thoughts,
behavior of others. implications for how people
beliefs, intentions, emotions,
2. Limited information: People perceive and interact with
knowledge and actions of
often have limited information others, and can contribute to
another person along with the
about the situational factors that stereotypes, prejudice, and
context of the situation to
may be influencing the behavior discrimination.
understand that person ' s
of others. As a result, they may
experience.
rely on dispositional factors as a The Powers and Perils of
THE FUNDAMENTAL default explanation for Intuition
ATTRIBUTION ERROR behavior.
3. Salience: Dispositional factors INTUITION CAN BE DEFINED AS
The tendency of individuals to may be more salient or THE ABILITY TO UNDERSTAND
overemphasize dispositional noticeable than situational OR KNOW SOMETHING
(internal) explanations for other factors, particularly in situations WITHOUT CONSCIOUS
people ' s behavior and to where the behavior is unusual or REASONING OR ANALYSIS. IT IS A
underestimate the role of unexpected. This can lead POWERFUL COGNITIVE PROCESS
situational (external) factors. In people to attribute the behavior THAT CAN BE INCREDIBLY
other words, people tend to to internal causes rather than HELPFUL IN MANY SITUATIONS,
explain other people ' s actions external factors. SUCH AS MAKING QUICK
as being due to their personal 4. Culture: The fundamental DECISIONS OR RECOGNIZING
traits or characteristics, rather attribution error can vary across PATTERNS THAT ARE NOT
than considering the impact of different cultures, with IMMEDIATELY OBVIOUS.
external factors that may be individualistic cultures being
influencing their behavior. more prone to this bias than However, intuition can also be
collectivistic cultures. fallible and lead to errors in
BY UNDERSTANDING THE
5. Motivational factors: People judgment, particularly when it
UNDERLYING CAUSES AND
may also have a tendency to is based on limited information
CONSEQUENCES OF THE
make dispositional attributions or biases. The perils of intuition
FUNDAMENTAL ATTRIBUTION
in order to maintain their own can include:
ERROR, INDIVIDUALS CAN
self-esteem or justify their own
BECOME MORE MINDFUL AND
behavior. By attributing the 1. Overconfidence: When people
EMPATHETIC IN THEIR
behavior of others to internal rely too heavily on their
INTERACTIONS WITH OTHERS,
factors, individuals may be able intuition, they may become
AND AVOID MAKING UNFAIR OR
to distance themselves from overly confident in their abilities
INACCURATE JUDGMENTS
negative outcomes or avoid and make decisions without fully
BASED ON INCOMPLETE
taking responsibility for their considering all of the relevant
INFORMATION.
own actions. information.
WHY DO WE MAKE THE 2. Confirmation bias: Intuition can
FUNDAMENTAL ATTRIBUTION HOW FUNDAMENTAL IS THE be influenced by preexisting
ERROR? FUNDAMENTAL ATTRIBUTION beliefs or biases, leading people
ERROR? to seek out information that
1. Cognitive heuristics: People confirms their assumptions and
often use mental shortcuts or Numerous studies have ignore evidence to the contrary.
heuristics to process documented the fundamental 3. Illusory correlations: Intuition
information and make attribution error in laboratory can sometimes lead people to
judgments about others. These experiments, as well as in real- perceive false patterns or
 correlations in information,
based on limited or incomplete
data.
4. Emotional biases: Intuition can
be influenced by emotional
factors such as fear, anxiety, or
excitement, leading people to
make decisions that are not
based on rational analysis.
THE POWERS OF INTUITION
Intuition can be a powerful
cognitive process that enables
individuals to make quick and
accurate decisions without
conscious reasoning or analysis.
Some of the powers of intuition
include:
1. Rapid decision-making:
Intuition allows individuals to
quickly process information and
respond to situations, often
faster than conscious reasoning
can. This can be particularly
helpful in high-pressure
situations where quick decisions
are necessary.
2. Recognizing patterns: Intuition
can help individuals recognize
patterns or connections in the
information that may not be
immediately obvious, allowing
them to make insightful and
creative decisions.
3. Expertise: Intuition can be
honed through experience and
expertise in a particular domain.
Experts in a given field may rely
on their intuition to make
complex decisions based on
years of knowledge and
experience.
4. Subconscious processing:
Intuition can tap into
subconscious processing,
allowing individuals to access
information that may not be
consciously available. This can
lead to insights and ideas that
might not arise through
conscious reasoning. 5.
5. Emotional insight: Intuition can
provide insight into emotions
and feelings that may not be
expressed through verbal or
conscious communication. This
can be particularly helpful in 6.
social situations, allowing
individuals to perceive and
respond to others ' emotions.
6. Creativity: Intuition can spark
creativity and innovation,
allowing individuals to make
new connections and develop
unique ideas.
THE LIMITS OF INTUITION
While intuition can be a
powerful cognitive process, it
also has its limitations. Some of
the key limits of intuition
include:
1. Limited information: Intuition is
based on limited information
and can be influenced by biases
or assumptions. This can lead to
errors in judgment and decision- 1.
making.
2. Emotions: Intuition can be
influenced by emotions, leading
individuals to make decisions
based on feelings rather than
facts. This can be particularly
problematic in situations where
emotions are running high, such
as during conflict or stress. 2.
3. Unconscious biases: Intuition
can be influenced by
unconscious biases or
stereotypes, leading individuals
to make decisions that are not
based on rational analysis.
4. Lack of expertise: Intuition can
be less reliable when individuals
lack expertise or experience in a
particular domain. In these
cases, relying on intuition alone
may lead to errors in judgment.
Illusory correlations: Intuition
can sometimes lead individuals
to perceive false patterns or
correlations in information,
based on limited or incomplete
data.
Confirmation bias: Intuition can
be influenced by preexisting
beliefs or biases, leading
individuals to seek out
information that confirms their
assumptions and ignore
evidence to the contrary.
REMEDIES FOR
OVERCONFIDENCE
OVERCONFIDENCE CAN LEAD TO
ERRORS IN JUDGMENT AND
DECISION-MAKING, WHICH CAN
HAVE NEGATIVE
CONSEQUENCES IN BOTH
PERSONAL AND PROFESSIONAL
SETTINGS. FORTUNATELY,
THERE ARE SEVERAL REMEDIES
THAT INDIVIDUALS CAN USE TO
MITIGATE OVERCONFIDENCE:
Seek feedback: One of the best
ways to overcome
overconfidence is to seek
feedback from others. By
soliciting feedback and actively
listening to criticism, individuals
can gain a more realistic
understanding of their strengths
and weaknesses.
Consider alternative
perspectives: Overconfidence
can often result from a narrow
perspective or limited
information. By seeking out
alternative perspectives and
considering multiple viewpoints,
individuals can gain a more
balanced and accurate
understanding of a situation.
3. Engage in critical thinking:
Overconfidence can be reduced
by engaging in critical thinking
and carefully evaluating
evidence and information. This
can help individuals avoid
common cognitive biases and
make more informed decisions.
4. Set realistic goals:
Overconfidence can sometimes
result from setting overly
ambitious or unrealistic goals. By
setting more realistic goals,
individuals can avoid
overestimating their abilities
and reduce the likelihood of
overconfidence.
5. Reflect on past experiences:
Overconfidence can sometimes
be the result of past successes or
positive experiences. By
reflecting on past experiences,
individuals can gain a more
accurate understanding of their
abilities and avoid
overconfidence in the future.
These remedies can help
individuals overcome
overconfidence and make more
informed decisions. By being
mindful of the potential for
overconfidence and taking steps
to mitigate it, individuals can
avoid common cognitive biases
and achieve better outcomes in
their personal and professional
lives.
REASONS FOR UNREASON
"Reasons for unreason " can
refer to a variety of phenomena
related to irrationality or illogical
behavior. Some potential
reasons for unreason include:
1. Cognitive biases: Our brains are
wired to take shortcuts and
make quick judgments, which
can sometimes lead to irrational
or illogical behavior. Cognitive
biases are mental shortcuts that
can influence our perceptions
and decision-making, leading us
to make errors in judgment.
2. Emotions: Emotions can
sometimes override our rational
thinking and lead us to behave in
irrational or illogical ways. When
emotions are running high, we
may make decisions based on
feelings rather than facts, which
can lead to poor outcomes.
3. Social pressures: Social
pressures can also influence our
behavior and lead us to act in
ways that are not in our best
interests. This can include
conforming to group norms,
following authority figures, or
succumbing to peer pressure.
4. Lack of information: When we
don 't have all the information
we need, we may make
decisions based on incomplete
or inaccurate data, which can
lead to errors in judgment.
5. Mental health issues: Certain
mental health issues, such as
anxiety or depression, can also
lead to irrational or illogical
behavior. These issues may
affect our ability to think clearly
or make rational decisions.
OUR PRECONCEPTIONS
CONTROL OUR
INTERPRETATIONS
Preconceptions refer to our pre-
existing beliefs, attitudes,
values, and expectations about a
particular topic or situation.
When we encounter new
information or events, we tend
to interpret them in a way that is
consistent with our
preconceptions. This
phenomenon is often referred to
as confirmation bias.
Confirmation bias refers to the
tendency to seek out, interpret,
and remember information in a
way that confirms our pre-
existing beliefs and attitudes,
while ignoring or downplaying
information that contradicts
them. This can lead to distorted
or inaccurate interpretations of
information and events.
WE ARE MORE SWAYED BY
MEMORABLE EVENTS THAN BY
FACTS
• It is true that we are
often more swayed by
memorable events than by facts.
This phenomenon is known as
the availability heuristic, which is
a mental shortcut that people
use to make judgments and
decisions. The availability
heuristic is based on the idea
that people tend to rely on the
most readily available or
memorable information when
making judgments or decisions,
rather than relying on more
objective or statistical
information.
• For example, if a person
is asked to estimate the
likelihood of a particular event
happening, such as being
involved in a car accident, they
may be more likely to rely on
examples of car accidents that
they have seen or heard about in
the news or from friends, rather
than relying on statistical data
about car accident rates. This
can lead to inaccurate
judgments and decisions, as
people may overestimate the
likelihood of rare events or
underestimate the likelihood of
more common events.

WE PERCEIVED CORRELATION
AND CONTROL
• Perceived correlation
refers to the tendency to
perceive a relationship between
two variables, even when no
such relationship exists. This bias
can be influenced by a variety of
factors, including personal
experience, cultural beliefs, and
media messages.
• Control bias refers to
the tendency to overestimate
our control over events or
outcomes, even when we have
little or no actual control. This
bias can be influenced by factors
such as personality traits,
cultural beliefs, and past
experiences.
• These biases can have a
variety of negative
consequences. Perceived
correlation can lead to the
adoption of false beliefs and the
rejection of evidence-based
information. Control bias can
lead to unrealistic expectations
and disappointment when
outcomes do not meet our
expectations.
OUR BELIEFS CAN GENERATE
THEIR OWN CONFIRMATION
(SELF-FULLING PROPHECY)
• Confirmation bias can
occur for a variety of reasons,
including the desire to maintain
a consistent worldview, the
influence of prior beliefs and
experiences, and the influence
of social norms and pressures. It
can be particularly problematic
when it leads to the rejection of
scientific evidence or the
adoption of false beliefs.
• One way to mitigate
the negative effects of
confirmation bias is to actively
seek out and consider diverse
perspectives and evidence. This
can involve engaging with
people who have different
beliefs and backgrounds,
seeking out sources of
information from a variety of
perspectives, and being open to
the possibility that our beliefs
and assumptions may be
incorrect.
BEHAVIOR AND BELIEF
BEHAVIOR AND BELIEF CAN
INFLUENCE EACH OTHER IN A
VARIETY OF WAYS.
• The relationship
between behavior and belief can
be complex and multifaceted. In
some cases, our behavior may
be consistent with our beliefs,
while in other cases, we may act
in ways that are inconsistent
with our beliefs. This can occur
for a variety of reasons,
including social pressures,
conflicting goals, and cognitive
biases.
• One way that behavior
and belief can interact is through
the process of cognitive
dissonance. Cognitive
dissonance refers to the
discomfort or psychological
tension that arises when our
beliefs or attitudes are
inconsistent with our behavior.
This can occur when we engage
in behaviors that are
inconsistent with our beliefs or
when we are exposed to
information that challenges our
existing beliefs.
DO ATTITUDES INFLUENCE
BEHAVIOR?
• YES, ATTITUDES CAN
INFLUENCE BEHAVIOR.
ATTITUDES ARE EVALUATIONS
OR JUDGMENTS THAT WE HOLD
ABOUT PEOPLE, OBJECTS,
EVENTS, OR IDEAS. THESE
EVALUATIONS CAN BE POSITIVE,
NEGATIVE, OR NEUTRAL, AND
CAN INFLUENCE OUR BEHAVIOR
IN A VARIETY OF WAYS.
• DESPITE THESE
COMPLEXITIES, ATTITUDES CAN
STILL BE A USEFUL PREDICTOR
OF BEHAVIOR. BY
UNDERSTANDING HOW
ATTITUDES INFLUENCE
BEHAVIOR AND THE FACTORS
THAT CAN IMPACT THIS
RELATIONSHIP, WE CAN GAIN
INSIGHTS INTO HOW TO
EFFECTIVELY CHANGE
ATTITUDES AND PROMOTE
BEHAVIOR CHANGE.
DOES BEHAVIOR INFLUENCE
ATTITUDE?
• Yes, behavior can
influence attitude. In fact,
research has shown that our
behavior can often shape our
attitudes, particularly when we
have limited information or
experience with a particular
topic or behavior.
• One way that behavior
can influence attitude is through
the process of cognitive
dissonance. Cognitive
dissonance occurs when we
experience psychological
discomfort or tension as a result
of holding conflicting beliefs or
attitudes.
• The relationship
between behavior and attitude
is complex and can be influenced
by a variety of factors. While
attitudes can shape our
behavior, our behavior can also
shape our attitudes, particularly
when we have limited
information or experience with a
particular topic or behavior. By
understanding how these
factors interact, we can gain
insights into how to effectively
promote attitude and behavior
change.

SELF-PERCEPTION THEORY
• SELF-PERCEPTION
THEORY IS A PSYCHOLOGICAL
THEORY THAT SUGGESTS
PEOPLE INFER THEIR ATTITUDES
AND BELIEFS BY OBSERVING
THEIR OWN BEHAVIOR AND THE
CONTEXT IN WHICH IT OCCURS.
ACCORDING TO THIS THEORY,
PEOPLE DO NOT HAVE A STABLE
SET OF ATTITUDES OR BELIEFS
THAT GUIDE THEIR BEHAVIOR,
INSTEAD, THEY RELY ON THEIR
OBSERVATIONS OF THEIR OWN
BEHAVIOR TO DETERMINE THEIR
ATTITUDES AND BELIEFS.
• SELF-PERCEPTION
THEORY HAS BEEN APPLIED TO A
WIDE RANGE OF TOPICS,
INCLUDING ATTITUDES
TOWARDS WORK, HEALTH
BEHAVIORS, AND POLITICAL
BELIEFS. IT HAS ALSO BEEN USED
TO EXPLAIN THE RELATIONSHIP
BETWEEN BEHAVIOR AND
ATTITUDE, AND HOW PEOPLE
MAY CHANGE THEIR ATTITUDES
OVER TIME AS A RESULT OF
THEIR BEHAVIOR.