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Personality and Attitudes

Changing attitudes: cognitive dissonance and persuasive communication

  • 3 things to know
  • Paper 2

Overview

Festinger's cognitive dissonance and how it changes each component of an attitude, and persuasive communication through the persuader, message, recipient and situation.

What you need to know

Answer each one before you reveal it.

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What is cognitive dissonance, who proposed it, and how can it change a negative attitude?

Key term

What is cognitive dissonance?

Numbers

Who proposed cognitive dissonance theory, and when?

Questions from this subtopic

Each one with the model answer underneath.

  1. 1

    What is cognitive dissonance?

    Model answer

    Cognitive dissonance is the psychological discomfort felt when a person's beliefs, feelings or behaviours conflict. The person is motivated to change an attitude to remove the discomfort.

  2. 2

    Who proposed cognitive dissonance theory, and when?

    Model answer

    Leon Festinger proposed cognitive dissonance theory in 1957.

  3. 3

    How does cognitive dissonance theory suggest a negative attitude can be changed?

    Model answer

    New information or a new experience is introduced to conflict with one component of the attitude. The resulting unease pushes the person to change the attitude and restore harmony.

  4. 4

    How could a coach change the cognitive component of a pupil who believes running is pointless?

    Model answer

    The coach can present new information, such as the health benefits of running or the pupil's own fitness test results. The new belief then clashes with the old one.

  5. 5

    How could a teacher change the affective component of a negative attitude to swimming?

    Model answer

    The teacher can make sessions fun, varied and safe, perhaps with games or music. Enjoyable experiences conflict with the negative feelings and create dissonance.

  6. 6

    How could the behavioural component be targeted to change a negative attitude?

    Model answer

    The performer can be given early success, taught a new skill or offered a new role. A successful experience conflicts with the old negative behaviour and prompts change.

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