Chapter Seven. Attitude Change

Chapters in this book

1. Frontmatter i
2. Contents vii
3. Preface to the Second Edition xiii
4. Acknowledgments xci
5. Introduction 1
6. Part I. The Setting
7. Chapter One. Perception and the Level of Analysis Problem 13
8. Chapter Two. External Stimuli, Internal Processes, and Intentions 32
9. Chapter Three. Deterrence, the Spiral Model, and Intentions of the Adversary 58
10. Part II. Processes of Perception
11. Chapter Four. Cognitive Consistency and the Interaction between Theory and Data 117
12. Chapter Five. The Impact of the Evoked Set 203
13. Chapter Six. How Decision-Makers Learn from History 217
14. Chapter Seven. Attitude Change 288
15. Part III. Common Misperceptions
16. Chapter Eight. Perceptions of Centralization 319
17. Chapter Nine. Overestimating One’s Importance as Influence or Target 343
18. Chapter Ten. The Influence of Desires and Fears on Perception 356
19. Chapter Eleven. Cognitive Dissonance and International Relations 382
20. Part IV. In Lieu of Conclusions
21. Chapter Twelve. Minimizing Misperception 409
22. Bibliography 425
23. Index 433
24. Publications Written under the Auspices of the Center for International Affairs, Harvard University 447