手法を比較

	Induced Compliance Paradigm	Cover Story Deception
分野	社会心理学	社会心理学
系統	Process / pipeline	Process / pipeline
提唱年	1959	1959
提唱者	Leon Festinger & James Carlsmith	Classic experimental social psychology
種類	Experimental paradigm for cognitive dissonance	Methodological design controlling participant expectations
原典	Festinger, L., & Carlsmith, J. M. (1959). Cognitive consequences of forced compliance. Journal of Abnormal and Social Psychology, 58(2), 203-210.	Festinger, L., & Carlsmith, J. M. (1959). Cognitive consequences of forced compliance. Journal of Abnormal and Social Psychology, 58(2), 203-210.
別名	Forced Compliance Paradigm, Counter-attitudinal Advocacy Paradigm, Festinger-Carlsmith Paradigm	Deception Design, Cover Story Method, Experimental Deception
関連	3	3
概要	The induced (forced) compliance paradigm, introduced by Festinger and Carlsmith in 1959, is the classic experimental test of cognitive dissonance theory. Participants are led to perform a counter-attitudinal act -- typically telling another person that a boring task was enjoyable -- under either low or high justification (in the original, paid one dollar versus twenty dollars). Dissonance theory predicts the counterintuitive result that those paid less change their private attitudes more, coming to actually believe the task was enjoyable, because a small incentive provides insufficient external justification for the lie, leaving them to reduce the resulting discomfort by aligning their attitude with their behavior. Festinger and Carlsmith found exactly this inverse relationship between incentive and attitude change, providing striking support for dissonance theory and overturning reinforcement-based predictions that larger rewards produce more attitude change.	Cover story and deception design is the methodological practice of concealing a study's true purpose behind a plausible false rationale so that participants behave spontaneously rather than in line with what they think the experimenter wants. Because people who guess a study's hypothesis may consciously or unconsciously alter their behavior -- the problem of demand characteristics -- social psychologists often present a cover story that misdirects attention, embed the real dependent measure within an apparently unrelated task, and, when necessary, use additional deceptions such as confederates or false feedback. This approach made possible many of the field's classic findings on conformity, obedience, helping, and dissonance, where awareness of the true question would have destroyed the phenomenon. Deception carries serious ethical obligations, requiring justification, minimization of harm, suspicion probing, and thorough debriefing, which contemporary practice and ethics codes strictly govern.