Ch 10... Just behave Flashcards
Group behaviour
Displayed within and as a group
Co-presence
Performing a task with others present
Allport: Social facilitation
Process by which others facilitate a behaviour, often improves performance. People skilled at task, high in extraversion, high in self esteem receptive to SF improvements,
Mere presence
Social facilitation may not be competitive, others present facilitates bhvrs. People make stronger judgments.
Co-actors
Ppl performing the same task at the same time but not performing it collectively
Social inhibition
Others hinder bhvr. Decreased performance on complex tasks.
Zajonc Theory of social facilitation
Others present –> arousal –> Strengthen dominant response –> EASY= enhancement, DIFFICULT= impairment
Drive
Negative state of tension assoc with an unsatisfied need, motivates efforts to satisfy need
Evaluation apprehension
Concern about being evaluated by observers when performing a task. Attentive audience improves time on familiar task, detrimental to unfamiliar.
Self discrepancy on tasks
Motivates people to perform better (more ideal) if small discrepancy. If large, motivation falls. Attention to self hinders practiced movements, anticipation of performance impedes performance.
Attention impairment on tasks
Attention is taken from tasks and diverted to audience, impairs performance on difficult tasks
Classification of Group Tasks: Steiner
Divisible or Unitary:
D: people in group perform diff tasks
U: people in group do same task
Maximizing or Optimizing:
M: Do as much as possible
O: Do as well as possible
Inputs relating to outcome:
Additive: sum of group efforts
Compensatory: average of all member’s efforts
Conjunctive: determined by weakest link
Disjunctive: determined by strongest member
Discretionary: group decision
Process loss
Deterioration of group performance due to lost time coordinating, distractors, dominant members
Social loafing
Tendency for people’s performance to decrease in a group when not responsible for individual actions. Ringleman effect: larger group, individual effort decreases
Free rider
Tendency for people to take advantage of a shared resource without contributing. Difference from loafing: loafer puts in some effort, loses motivation, free rider exploits purposefully
Social loafing model as a function of evaluation apprehension
Others–> no evaluation–> no apprehension–> relaxation–> LOAFING: performance decreases on easy tasks, increases on difficult
compared to
Others–> individual evaluation–> apprehension increases–> arousal–> SOCIAL FACILITATION: performance increases on easy tasks, decreases on difficult
Output equity
People like everyone to contribute equally, but perceive that others are loafing, and thus lose motivation
When loafing decreases:
High valuation of group Commitment to group High work ethic High conscientiousness High narcissism Collectivist culture Women
Deindividuation
Diffusal of responsibility in a group setting leads one to abandon constraints and act irresponsibly
Contagion theory: LeBon
Process leading to ideas spreading rapidly through crowds, may lead to unpredictable behaviour
Individuation
Process of distinguishing between people
Attentional cues
Features of environment that draw attention away from self. Lowered public self awareness.
Violence in a crowd increases when
Group size increases
Night time (feel anonymous)
Reduced attentional cues/ self awareness
Reduced accountability cues
Theory of objective self awareness: Duval and Wicklund
Awareness of self as object of attention
Accountability cues
Factors that determine what bhvrs ppl can get away with
Emergent norm theory: Turner and Killian
Theory of crowd behaviour which argues that rather than being a product of randomness and process loss, crowd behaviour is the result of social norms
Social identity model of deindividuation effects: Klein
Argues that phenomena is result of increased group focus, rather than loss of individual focus. Change from personal to social identity, increase in norm awareness and group consciousness.
Social identity theory: Tajfel
A person’s sense of who they are based on their group membership(s). Tajfel (1979) proposed that the groups (e.g. social class, family, football team etc.) which people belonged to were an important source of pride and self-esteem.
Risky shift
Groups make riskier decisions than individuals, depending on original leanings of members
Group polarization
Interaction strengthens initial leanings of members, attitudes polarize
Normative influence
Influence of other people that leads us to conform in order to be liked and accepted by them
Informational influence
People assume the actions of others in an attempt to reflect correct behavior for a given situation
Pluralistic ignorance
Situation where a majority of group members privately reject a norm, but assume others accept it
Groupthink: Janis
Mode of thinking that groups engage in when cohesion is more important than accuracy and alternatives. Characterized by:
- Cohesive group of similar ppl
- Group isolated from outside opinions
- No clear rules to guide decision
Symptoms:
- Illusion of invulnerability
- Belief in morality
- Collective rationalization
- Stereotyped view of outgroup
- Pressure from dissenters to conform
- Self-censorship
- Illusion of unanimity
- Self appointed guards protect group leader’s opinions from opposition
Preventing groupthink
- Impartial at onset
- Assign critical evaluator
- Encourage critical thinking
- Divide into smaller groups
- Invite outside opinions
- Discuss issues and consequences before implementing decision
Brainstorming
Open group discussion to generate ideas
Brainstorming effective when:
- Combine group and individual brainstorming
2. Interact via writing/ communication technology
Great person theory
Theory of leadership asserting that leaders have an ideal combo of effective personality traits
Contingency theory of leadership
Argues leadership success is dependent on how task related/ relationship oriented the leader is, and amount of influence they have over group
Contexts of leadership
Task oriented effective in: Effective in high and low control contexts
Relationship oriented: Effective in moderate control context
Effective leaders
Confident Consistent Goal oriented Trustworthy Honest Positive
Bartholomew 5 attributes of global leader:
- Understand relevant business and cultural domains
- Understand perspectives, trends of other cultures
- Ability to work cross-culturally
- Ability to adapt
- Ability to relate as equals
Gender differences in leadership
Female leaders viewed negatively if they display strong assertiveness/ agentic other typical male qualities.
However id women use communal leadership styles they are viewed as weak.
Most effective when display a combo of communal an agentic leadership.
