Block 3 Flashcards
Social influence what is it
Social influence is people affecting other people
The process through which individuals or groups change the thoughts, feelings and behaviours of others. One particular type of social influence is the influence that leads individuals to adhere the groups norms - passive social influence / active social influence
The change in opinion or behaviour is the result of social influence is known as conformity
Example 1 of passive social influence
Example 1 of passive social influence - muzafer sheriff: auto kinetic effect (involuntary movements of our eyes that occur as we view objects)
Fv: each time the light was turned on, how much it appeared to be movin f
Individual tat: within subject small variations; between subject wide variations
Group test: say aloud
Results showed at start big differences in individual answers but the more days the closer there answers were when as a group
Example 2 active social influence
Example 2 active social influence:
Stanley schater study:
Group members will use influence to bring deviant group members into line with group norms.
Club is a legal case that involved a runaway teenager named Johnny Rocco.
Three confederates:
Mode - complete agreement
Deviant: opposite; consistent
Slider: initially disagree; shift to agree with the majority
Dvs: amount of attempted social influence: communication directed at each confederate
The result showed that the deviant was communicated with the most followed by slider then mode. This shows that there was an active social Influence in trying to get the deviant to agree with the others
Why do we conform?
Informational conformity :
Social proof - if others think/behave the way they must be right
Private acceptance or real change
Normative conformity:
The desire to fit it or perhaps more important, to not be excluded/rejected
Public compliance rather than private acceptance
Mindlessness:
A cognitive heuristic that allows us to do what others are doing without taking up valuable time and effort.
Often go hand in hand; may not be possible to fully differentiate them
Majority Influence
Solomon asch study on majority influence with a visual ability testing
Used the which line is the same length. Went round room and fake actors were there saying the wrong answer and to try influence the tester to get it wrong. It showed as 76% of 123 subjects gave at least one incorrect response
Social impact on conformity
The majority size increases conformity is only true to up a point. Milgram and Bickman study on 1-15 confederates craned their necks looking up at a window on the 6th floor. Seeing if pedestrians would look up too. The greater the size the more did it- up to a certain size which then plateaus
Features of judgement
Baron, vandlelo and Brummans study on eye witness identification task. Known as pilot study. They had two different judgement difficulty.
The results showed that conformity was highest when the importance of the result was the highest
Minority influence
Minority could have influence over majorities, provided they gave consistent response.
Moscovic, lage and naffrechoux study of colour perceptions. They did a consistent minority condition and inconsistent minority condition.
The result showed that when the results of the team were consistent there was more green responses. But when the minority was inconsistent it led to less green responses.
Minority influence and creative thinking
Minority groups could make majorities engage in more divergent, innovative and creative thinking about the topics being discussed
Influence attempt
Conformity - you do what others are doing (without the others trying to get you to do it)
Social inhibition: you stip doing something you would normally do because others are present
Compliance: you do something you wouldn’t have done otherwise because of subtle, but intentional manipulations
Obedience: you do something that you wouldn’t ordinarily do because someone (usually an authority) orders you to do it
A continuum of social influence
Conformity / social inhibition = no attempt to influence
Compliance = influence attempted but subtle
Obedience = influence clear and blunt
Social inhibition study
Petty Williams social inhibition study. “Bystander response to a cheeseburger “
Coupons were given to subject who were alone with one other or 2 or more.
The result showed that alone almost all took it. With 1 only half and when 2 or more less than half.
Milgrams obedience study
Milgrams obedience experiment looks at the level of obedience of testers when shock level is increased.
It showed the more the shock the less obedient they are
Six weapons of influence -
Six weapons of influence:
Reciprocity: not so free sample, door in the face
Commitment and consistency - foot in the door
Social proof - everyone is doing it
Liking - flattery gets you everywhere
Authority - clothes make the deal
Scarcity - what is scarce is more valuable
How to stop yourself from automatic social influence
Understand how and why the tactic is working
Ask yourself do I really want jong or I am
Doing it to please someone else
Wait for a couple hours - if the desire goes away, you probably don’t need it
Point out the compliance tactic to the compliance professional
Leadership
Leadership is The process by which individuals guide others in their pursuits, often by unifying, directing, coordinating, supporting and motivating their efforts
What is leadership
Types of leadership
Reciprocal - leader - follower relationship
Transactional - exchange in time, energy, skills
Transformational - uniting and changing members
Cooperative - motivated by collective needs
Adaptive - goal seeking
What do leaders do
Task leadership: Assign tasks Makes attitudes clear to the group Critical of poor work Sees to it that the group is working to capacity Coordinates activity
Relationship leadership: Listens Easy to understand Friendly and approachable Treats members as equals Willing to change
Meta analyses correlations of relationship v task leadership
Follower job satisfaction, follow satisfaction with leader, follower motivation and leader effectiveness are all Stronger for relationship
Leader job performance, and group performance are stronger for task
Leaders emergence - who becomes a leader
Personality, intelligence, expertise, participation (babble effect)
Height age ethnicity gender
Implicit leadership theories - prototypes
Leader effectiveness
Objective measures like group performances
Rating of ability, satisfaction and motivation
Types of leaders
Laiszez faire - no intervention / no supervisions
This has emphasis on team, and the leader is usually liked less. Groupndynaimic of friendly, group focused and productivity is low (increased when leader absent)
Democratic: discussion with members
Allow autonomy
Encourage an egalitarian culture
Emphasis on team and leader, they’re liked more, friendly group focused and high productivity when leader present or absent
Authoritarian: no input from members
No discuss of long range goals
Emphasis on authority
Dictates
Emphasis on leader, liked less, aggressive dependant, productivity high when leader present and low when not
Transactional leadership
Transactional leadership is a traditional form of leadership. It’s contributing time, effort and other resources
Seeking collaborative goals in exchange for desired outcomes
Transformational leadership
Transformational leadership is inspirational, Elevating motivation, confidence and satisfaction
Uniting and changing members
Idealised influence > purpose driven, role model, walk the talk
Inspirational motivation > inspiring, inspire followers
Individualised consideration > people driven, genuine concern for needs of followers
Intellectual stimulation > innovating, challenges followed to be innovative and creative
Gender in leadership
Women: democratic or participative sthls
Men: autocratic or directive style
Researchers saay that aspects women exceed men in leadership qualities are positive and ones that males exceed women it’s negative
Goal orientations: communion vs agency
Other focused traits:
Social desirability Morality Consideration Expressiveness Nurturance
Self focused traits: Intellectuall desirability Competence Instrumentality Egoistic bias Dominance
Are highly communion oriënterend individuals forego leadership positions in a low communion work context
Low communion: team members didn’t always seem to enjoy working and connecting with each othe. Felt independent and not particularly
Friendly
High communion: the team members enjoyed working and connecting with each other, pretty interdependent and friendly
Overal likelihood of accepting position was higher in high communion environment then low ones
Intragroup conflict
Intragroup conflict is a disagreement or confrontation between members of the same group
Why does conflict escalate?
Conflict escalates because of; Commitment / entrapment Misperception of motives Influence techniques Reciprocity Coalitions Emotions
When in disagreement, more convicted own viewpoint
When In disagreement your more convinced to believe your own viewpoint because there is
Support for supportive evidence
Downplay discomforting evidence
Stick To point to not lose face
When In disagreement, more likely
To have biased perceptions because
When in disagreement you’re more likely to have a board perception because of fundamental attribution error
Misperieved motivations > distrust = competitive motive or competitive member = others can’t be cooperative
When in disagreement more likely to use harsher tactics because
When in disagreement you’re more likely to use harsher tactics to overwhelm others > reactance
Mikolic 2 statements
Request statements like may I use the glue
Threat about: give me the glue or else
When in disagreement more likely to reciprocate negatively because
When in disagreement you’re more likely to reciprocate negatively because of
Misperception > reciprocation
Rough reciprocation > overmatching
When in disagreement more likely to form coalitions
When in disagreement you’re more likely to form coalitions because
Turn to others = more power
Exclusion of others > hostility
When in disagreement emotions get upper hand
When in disagreement emotions get upper hand because of
Frustration
Emotions are contagious
The consequences of this are:
Not open for calm, rational discussion
Not open for concessions
No cooperation
