Attitudes and Behavior

Attitude – our relatively enduring evaluations of people and things (Albarracín, Johnson, & Zanna, 2005). Albarracín, D., Johnson, B. T., & Zanna, M. P. (Eds.). (2005). The handbook of attitudes. Mahwah, NJ: Lawrence Erlbaum Associates. We each hold many thousands of attitudes, including those about family and friends, political parties and political figures, abortion rights, preferences for music, and much more. Some of our attitudes, including those about sports, roller coaster rides, and capital punishment, are heritable, which explains in part why we are similar to our parents on many dimensions (Olson, Vernon, Harris, & Jang, 2001).Olson, J. M., Vernon, P. A., Harris, J. A., & Jang, K. L. (2001). The heritability of attitudes: A study of twins. Journal of Personality & Social Psychology, 80(6), 845–860. Other attitudes are learned through direct and indirect experiences with the attitude objects (De Houwer, Thomas, & Baeyens, 2001).De Houwer, J., Thomas, S., & Baeyens, F. (2001). Association learning of likes and dislikes: A review of 25 years of research on human evaluative conditioning. Psychological Bulletin, 127(6), 853–869.

Attitudes are important because they frequently (but not always) predict behavior. If we know that a person has a more positive attitude toward Frosted Flakes than toward Cheerios, then we will naturally predict that she will buy more of the former when she gets to the market. If we know that Charlie is madly in love with Charlene, then we will not be surprised when he proposes marriage. Because attitudes often predict behavior, people who wish to change behavior frequently try to change attitudes through the use of persuasive communications. The below table “Techniques That Can Be Effective in Persuading Others” presents some of the many techniques that can be used to change people’s attitudes (Cialdini, 2001).

Cialdini, R. B. (2001). Influence: Science and practice (4th ed.). Boston, MA: Allyn & Bacon.

Attitudes predict behavior better for some people than for others. People who are high in self-monitoring, the tendency to regulate behavior to meet the demands of social situations tend to change their behaviors to match the social situation and thus do not always act on their attitudes (Gangestad & Snyder, 2000). High self-monitors agree with statements such as, “In different situations and with different people, I often act like very different persons” and “I guess I put on a show to impress or entertain people.” Attitudes are more likely to predict behavior for low self-monitors, who are more likely to act on their own attitudes even when the social situation suggests that they should behave otherwise. Low self-monitors are more likely to agree with statements such as “At parties and social gatherings, I do not attempt to do or say things that others will like” and “I can only argue for ideas that I already believe.”

The match between the social situations in which the attitudes are expressed and the behaviors are engaged in also matters, such that there is a greater attitude-behavior correlation when the social situations match. Imagine for a minute the case of Magritte, a 16-year-old high school student. Magritte tells her parents that she hates the idea of smoking cigarettes. But how sure are you that Magritte’s attitude will predict her behavior? Would you be willing to bet that she’d never try smoking when she’s out with her friends?

The problem here is that Magritte’s attitude is being expressed in one social situation (when she is with her parents) whereas the behavior (trying a cigarette) is going to occur in a very different social situation (when she is out with her friends). The relevant social norms are, of course, much different in the two situations. Magritte’s friends might be able to convince her to try smoking, despite her initial negative attitude, by enticing her with peer pressure. Behaviors are more likely to be consistent with attitudes when the social situation in which the behavior occurs is similar to the situation in which the attitude is expressed (Ajzen, 1991).

Although it might not have surprised you to hear that our attitudes predict our behaviors, you might be more surprised to learn that our behaviors also have an influence on our attitudes. It makes sense that if I like Frosted Flakes I’ll buy them, because my positive attitude toward the product influences my behavior. But my attitudes toward Frosted Flakes may also become more positive if I decide—for whatever reason—to buy some. It makes sense that Charlie’s love for Charlene will lead him to propose marriage, but it is also the case that he will likely love Charlene even more after he does so.

Behaviors influence attitudes in part through the process of self-perception. Using our behavior to help us determine our own thoughts and feelings occurs when we use our own behavior as a guide to help us determine our own thoughts and feelings. (Bem, 1972; Olson & Stone, 2005). In one demonstration of the power of self-perception, Wells and Petty (1980) assigned their research participants to shake their heads either up and down or side to side as they read newspaper editorials. The participants who had shaken their heads up and down later agreed with the content of the editorials more than the people who had shaken them side to side. Wells and Petty argued that this occurred because the participants used their own head-shaking behaviors to determine their attitudes about the editorials.

Persuaders may use the principles of self-perception to change attitudes. The foot-in-the-door technique is a method of persuasion in which the person is first persuaded to accept a rather minor request and then asked for a larger one after that. In one demonstration, Guéguen and Jacob (2002) found that students in a computer discussion group were more likely to volunteer to complete a 40-question survey on their food habits (which required 15 to 20 minutes of their time) if they had already, a few minutes earlier, agreed to help the same requester with a simple computer-related question (about how to convert a file type) than if they had not first been given the smaller opportunity to help. The idea is that when asked the second time, the people looked at their past behavior (having agreed to the small request) and inferred that they are helpful people.

Behavior also influences our attitudes through a more emotional process known as cognitive dissonance. Cognitive dissonance is the discomfort we experience when we choose to behave in ways that we see as inappropriate, and which leads our behavior to change our attitudes.(Festinger, 1957; Harmon-Jones & Mills, 1999). If we feel that we have wasted our time or acted against our own moral principles, we experience negative emotions (dissonance) and may change our attitudes about the behavior to reduce the negative feelings.

Elliot Aronson and Judson Mills (1959) in the Journal of Abnormal and Social Psychology, 59 studied whether the cognitive dissonance created by an initiation process could explain how much commitment students felt to a group that they were part of. In their experiment, female college students volunteered to join a group that would be meeting regularly to discuss various aspects of the psychology of sex. According to random assignment, some of the women were told that they would be required to perform an embarrassing procedure (they were asked to read some obscene words and some sexually oriented passages from a novel in public) before they could join the group, whereas other women did not have to go through this initiation. Then all the women got a chance to listen to the group’s conversation, which turned out to be very boring.

Aronson and Mills found that the women who had gone through the embarrassing experience subsequently reported more liking for the group than those who had not. They argued that the more effort an individual expends to become a member of the group (e.g., a severe initiation), the more they will become committed to the group, to justify the effort they have put in during the initiation. The idea is that the effort creates dissonant cognitions (“I did all this work to join the group”), which are then justified by creating more consonant ones (“OK, this group is really pretty fun”). Thus the women who spent little effort to get into the group were able to see the group as the dull and boring conversation that it was. The women who went through the more severe initiation, however, succeeded in convincing themselves that the same discussion was a worthwhile experience.

When we put in effort for something—an initiation, a big purchase price, or even some of our precious time—we will likely end up liking the activity more than we would have if the effort had been less; not doing so would lead us to experience the unpleasant feelings of dissonance. After we buy a product, we convince ourselves that we made the right choice because the product is excellent. If we fail to lose the weight we wanted to, we decide that we look good anyway. If we hurt someone else’s feelings, we may even decide that he or she is a bad person who deserves our negative behavior. To escape from feeling poorly about themselves, people will engage in quite extraordinary rationalizing. No wonder that most of us believe that “If I had it all to do over again, I would not change anything important.”

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