Changing Existing Attitudes—A Dissonance Approach

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Abstract
Two studies test techniques for changing existing attitudes. The first employs dissonant information, ostensibly from peers, as a lever. The second exposes Ss to the situation on which baseline attitudes have been established. In the first study, the dissonance approach results in a significant mean attitude change. In the second study, the resistance to change is also predicted by Festinger's theory, i.e., to have perceived information differently from that reflected in existing attitudes would have resulted in a state of dissonance.

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