AQA Psychology A-Level Paper 1: Social Influence Revision Notes

Social Conformity: Why We Follow the Crowd

Ever found yourself agreeing with everyone else even when you think they're wrong? That's conformity - when you change your behaviour because of pressure from a majority group. It happens because of two main reasons that are surprisingly relatable.

Normative Social Influence (NSI) kicks in when you go along with the group to avoid looking stupid or being rejected. Think of it as agreeing publicly whilst disagreeing privately - like laughing at a joke you don't find funny. Informational Social Influence (ISI) happens when you genuinely believe the majority knows better than you, especially in confusing situations.

Kelman identified three types of conformity. Compliance is temporary - you act differently in public but keep your private views. Identification means changing behaviour to fit in with a group you value, even if you privately disagree. Internalisation is permanent change where you actually adopt the group's beliefs as your own.

Key Insight: Most conformity is temporary and situation-dependent - you're not actually changing who you are inside.

Asch's Conformity Study: The Line Experiment

Asch's famous study proves just how powerful social pressure can be, even when the answer is blindingly obvious. He showed participants cards with lines of clearly different lengths, but here's the twist - everyone else in the room was secretly working with the experimenter.

The results were shocking: 74% of participants conformed at least once, giving obviously wrong answers just because everyone else did. On average, people conformed 37% of the time. However, 25% never conformed at all, showing that some people resist social pressure completely.

Group size mattered massively - conformity jumped from 3% with one confederate to 32% with three. Unanimity was crucial too - when just one person gave a different answer, conformity dropped to 25%. Making the task harder (similar line lengths) increased conformity because people genuinely doubted themselves.

Study Tip: Remember the key variations - group size, unanimity, and task difficulty all affect conformity levels significantly.

Zimbardo's Prison Study: When Good People Do Bad Things

This controversial study shows how situational factors can completely transform behaviour. Zimbardo created a mock prison in Stanford University's basement, randomly assigning 24 male volunteers to be either guards or prisoners.

The experiment spiralled out of control within days. Guards became increasingly brutal, using psychological humiliation and punishment. Prisoners showed severe distress, with some developing anxiety and depression. The study was meant to last two weeks but ended after just six days.

Zimbardo concluded that social roles and situational power dramatically influence behaviour - ordinary people can become cruel when given authority. However, the study faced massive ethical criticism for the psychological harm caused to participants.

The research has serious limitations: sample bias (only American males), lack of ecological validity (artificial prison setting), and questionable ethics. Some argue the guards were simply acting out stereotypical roles rather than genuinely changing.

Critical Point: This study highlights the power of situations over personality, but its ethical violations make it impossible to replicate today.

Obedience and Authority: Why We Follow Orders

Obedience means complying with direct orders from authority figures - think teachers, police, or bosses. Two key explanations help us understand why people obey even harmful commands.

Authoritarian personality theory suggests some people are naturally more obedient due to strict upbringing. Adorno's F-scale measures traits like conformity, respect for authority, and hostility towards lower-status groups. Research found that highly obedient participants in Milgram's study scored higher on authoritarianism.

Agentic state theory argues that people shift responsibility to authority figures, seeing themselves as agents rather than decision-makers. When someone asks "who's responsible if something goes wrong?" and the authority figure takes blame, obedience increases dramatically.

Legitimacy of authority explains how we recognise social hierarchies and accept that some people have the right to give orders. Uniforms, titles, and institutional settings all boost perceived legitimacy, making obedience more likely.

Real-World Application: Understanding obedience helps explain historical events like Nazi Germany and modern workplace dynamics.

Milgram's Obedience Study: The Shocking Truth

Milgram's study revealed that ordinary people will inflict apparent harm when ordered by authority. Participants thought they were testing learning and memory, but were actually the real subjects in an obedience experiment.

The setup was brilliant but deceptive: participants ("teachers") gave electric shocks to a "learner" (actually a confederate) for wrong answers, increasing voltage up to 450V. A stern experimenter in a lab coat ordered them to continue despite the learner's apparent distress.

65% of participants delivered the maximum 450V shock, even when the learner seemed to have a seizure. This wasn't because they were sadistic - many showed extreme anxiety and distress but continued when told "the experiment requires you to continue."

Situational variations dramatically affected obedience levels. Moving from Yale University to a downtown office dropped obedience to 47.5%. When the experimenter wore ordinary clothes instead of a lab coat, it fell to 20%. Physical proximity to the victim also mattered - obedience dropped when participants had to physically force the learner's hand onto the shock plate.

Ethical Note: Like Zimbardo's study, this research caused psychological harm and couldn't be conducted today due to ethical guidelines.