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CONCLUSIONS Our goal in this chapter has been to present an organizing framework for understanding the psychological processes responsible for attitude change Since the earliest empirical studies of attitude change in the 1920s, much has been learned about the underlying determinants and consequences of different attitude change processes We divided the theoretical processes responsible for modifying attitudes into those that emphasize effortful thinking about the central merits of the attitude object and those that rely on less cognitively demanding processes This framework allows understanding and prediction of what variables affect attitudes and in what general situations they do so In addition, this framework helps to place the various minitheories of attitude change in their proper domain of operation.

One of the prime examples of an application requiring high reliability (that is, withstanding perturbations) is the guidance of mass transportation systems. Transporting people by plane, train, or boat needs constant accuracy as well as being able to be alerted immediately in case of the failure of any component of the positioning system being used. This last aspect is commonly called integrity. Indeed, this is the con dence one can have in the measurements being carried out. EGNOS, WAAS, and MSAS are intended to provide GPS with this feature and Galileo will also provide integrity. Such applications are thus possible as long as the accuracy and availability requirements are met. This is clearly the case for the sea but still needs some upgrading of availability for rail transportation. The integrity concept, compatible with aviation demands, has still to be shown to be reliable in city centers where multipath is of prime concern.

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Do you share a common vision for customer experience Will they make your life easier Do you believe they can be successful in your business Can they customize their solution to meet your unique needs Does their work ow integrate well with your existing business processes What tools and capabilities do they bring to the table The decision to use a managed service is not an all-or-nothing decision, nor is it about giving up control of your risk operations. Companies have choices in today s market to of oad as much or as little functionality and control as they would desire. The idea of managed services can be scary to risk personnel in terms of job security, so based on your company s reason for looking at managed services, make sure you keep your team informed. There are many reasons other than reducing headcount for making the decision to evaluate MSPs. Regardless of the category of MSP a company chooses to work with, companies will need to have an internal resource to provide direction, liaise, and supervise the MSP. Managed services are not necessarily more expensive than existing fraud-prevention tools and, in many cases, can be purchased for less than merchants would pay to set up and run them on their own.

For example, high-effort processes like cognitive responses should account for attitude change in those contexts in which thinking is expected to be high, whereas a lower-effort process such as balance or use of simple heuristics should be more likely to account for empirical effects in those contexts in which thinking is expected to be low Finally, recognition of an elaboration continuum permits understanding and prediction of the strength of attitudes changed by different processes Attitudes that are changed as a result of considerable mental effort tend to be more persistent, resistant to counterpersuasion, and predictive of behavior than are attitudes that are changed by a process invoking little mental effort in assessing the central merits of the object Although a multitude of processes are involved in changing attitudes, we have a reasonably good handle on what these processes are and when they operate.

Yet despite the considerable progress that has been made in understanding attitude change, much work remains to be done The next decade will likely bring advances in a number of areas First, greater appreciation is needed for the view that any one variable is capable of multiple roles in the persuasion process At present, most studies still focus on the one process by which.

CHAPTER 10 10.1 10.3 10.5 10.8 10.10 10.12 10.14 10.16 M ore likely to be accepted at 0:01 Hypothesis is accepted Hypothesis is accepted Poisson hypothesis is rejected Gamma hypothesis is accepted Normal hypothesis is accepted Poisson hypothesis is accepted H ypothesis is accepted

support for their reliability and validity (D. B. Harris, 1972; Lilienfeld et al., 2000; Swartz, 1978). Yet, these and other projective tests continue to be used by clinical psychologists (Lubin, Larsen, Matarazzo, & Seever, 1985; Piotrowski & Keller, 1989). Many clinicians report that these instruments provide useful information that helps them develop a better understanding of the patient, particularly when interpreted in concert with other measures. However, the percentage of clinical psychologists who report using projective testing had dramatically decreased in recent years from about 72% in 1986 to 39% in 2003 (Norcross et al., 2004).

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