Porównaj metody

	False Consensus Paradigm	Induced Compliance Paradigm
Dziedzina	Psychologia społeczna	Psychologia społeczna
Rodzina	Process / pipeline	Process / pipeline
Rok powstania	1977	1959
Twórca	Lee Ross, David Greene & Pamela House	Leon Festinger & James Carlsmith
Typ	Experimental paradigm for social-perception bias	Experimental paradigm for cognitive dissonance
Źródło pierwotne	Ross, L., Greene, D., & House, P. (1977). The 'false consensus effect': An egocentric bias in social perception and attribution processes. Journal of Experimental Social Psychology, 13(3), 279-301.	Festinger, L., & Carlsmith, J. M. (1959). Cognitive consequences of forced compliance. Journal of Abnormal and Social Psychology, 58(2), 203-210.
Inne nazwy	False Consensus Effect, Egocentric Projection Paradigm, Consensus Estimation Task	Forced Compliance Paradigm, Counter-attitudinal Advocacy Paradigm, Festinger-Carlsmith Paradigm
Pokrewne	3	3
Podsumowanie	The false consensus paradigm, established by Ross, Greene, and House in 1977, demonstrates a pervasive bias in social perception: people overestimate the extent to which others share their own choices, beliefs, and behaviors. In the canonical procedure, participants indicate their own position on some issue or choice -- famously, whether they would walk around campus wearing a sandwich-board sign -- and then estimate what proportion of their peers would do the same. The signature finding is that those who choose a given option estimate that option to be more common than do those who reject it, so each group projects its own response onto others. Ross and colleagues also showed that people view their own responses as relatively common and unrevealing of personality while seeing differing responses as uncommon and diagnostic of others' traits. The paradigm became a foundational demonstration of egocentric bias in social judgment and attribution.	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.