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Chapter 6 Flashcards

1
Q

2 main perspectives on power?

A

dynamic interdependence view of power

trait factor view of power

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2
Q

dynamic interdependence: where does power exist

A

in relationships

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3
Q

dynamic interdependence: where does it exist 2 contexts

A

coop vs comp context

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4
Q

3 effects in that factor view of power

A

source effects, message and receiver

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5
Q

3 types of power we study?

A

bases of power
unequal power
indirect power

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6
Q

review figure 6.1

A

…

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7
Q

review figure 6.1

A

…

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8
Q

6 things at the base of power?

A 
reward
coercion
legitimate 
referent 
expert 
informational
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9
Q

two ways groups can expert indirect power

A

group mind

group norms

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10
Q

how is power distributed in effective groups

A

distributed among group members and vary according to needs of the group

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11
Q

Power has been conceived of as a quality of the …5 places it is thought. exist

A

person, the position, the place, the situation, or the relationship

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12
Q

Some individuals are viewed as having power because of their ability to dominate others through their …3

A

physical prowess, verbal prowess, or charisma.

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13
Q

define power

A

the capacity to affect the outcomes of oneself, others, and the environment

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14
Q

how can power be direct vs indirect

A

direct (within interpersonal interaction) or indirect (through group norms and values).

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15
Q

2 views that examine the direct use of power

A

(a) the dynamic interdependence perspective and (b) the trait-factor perspective

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16
Q

power is essential to all aspects of group functioning

A

t

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17
Q

every group member has power

A

t

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18
Q

Power is a quality of a relationship in which each party influences the other.

A

Relationship

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19
Q

Situational factors determine the level of power of each person

A

situation

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20
Q

Positions contain power, such as the presidency of a corporation or the chair of a committee.

A

position

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21
Q

Power is a trait that some individuals have, usually because they were born with it.

A

person

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22
Q

Certain churches, mosques, or ancient sites such as Stonehenge have power.

A

place

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23
Q

3 criteria for constructive power

A
  1. enhance group effectiveness
  2. used for other benifit and common good over self benefit
  3. is it was agreed on or imposed on people
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24
Q

what are the 3 conditions for constructive power use

A

The use of power is most constructive when it increases group effectiveness, benefits all members of the group, and is encouraged by all group members

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25
Q

Any two persons who interact constantly and are influenced by each other.

A

Dynamic-interdependence approach to power

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26
Q

Dynamic-interdependence approach to power

A

Any two persons who interact constantly and are influenced by each other. Dynamic means in a constant state of change; interdependence means that each member’s actions affect the outcomes of other members.

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27
Q

who has power in dynamic approach

A

who is influencing whom to what degree changes constantly as members strive to achieve the group’s goals.

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28
Q

dynamic: where does it exist

A

in relationships not individuals

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29
Q

Dy: what determined the power available to be used by group members

A

type and degree of interdependence e.g. + or -

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30
Q

dy: how is power used in a competitive context

A

power is used to gain advantage and to promote one’s own success at the expense of others ( influence of one person over another who originally is unwilling to perform the desired behaviors)

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31
Q

Dy: the competitive context view of power imply what 5 things about power

A
  1. a fixed pie resource
  2. a zero sum resource
  3. a commodity to be hoarded
  4. acting in a unidirectional way
  5. being inherently cooercive
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32
Q

T: Competitors tend to use their power to maximize the power differences between themselves and others.

A

iron law of oligarchy (people in power stay in power)

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33
Q

what becomes the focus of power holders

A

obtaining more and more power

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34
Q

what view of power dominates peoples understanding of power

A

The competitive view currently dominates most social scientists’ and powerholders’ understanding of power.

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35
Q

T: Focuses on the changing nature and patterns of influence within a group as members strive to achieve mutual goals rather than on who possesses power.

A

dynamic

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36
Q

Assumes that power is a complex phenomenon that has to be studied as a whole and cannot be meaningfully broken into components.:T

A

holistic

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37
Q

Stresses the immediate experience of group members and the ways they influence one another in the present rather than focusing on members’ history and genetics.

A

phenomenological

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38
Q

Applies and validates theoretical principles concerning the nature and use of power.

A

deductive

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39
Q

Stresses that power is distributed among all group members and that every group member has some influence over every other group member and over what takes place in the group.

A

distributed

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40
Q

Assumes power exists in all relationships. In small groups, mutual influence goes on continuously as group members act and react and adjust to one another’s actions.

A

inevitable

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41
Q

Assumes the use of power is essential to all aspects of group functioning—goal setting, communication, leadership, decision making, conflict resolution.

A

essential

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42
Q

negative consequences of competitive power use strategies?

A

Reliance on competitive, dominating strategies of power use, however, has negative consequences, such as the alienation and resistance of those subjected to the influence attempts, which increases the need for continuous scrutiny and control of the less powerful and limits the powerholder’s ability and willingness to use other types of power that are based on trust and power sharing.

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43
Q

T: the need to reestablish a person’s freedom whenever it is threatened.

A

reactance

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44
Q

The use of … power may escalate as it encounters resistance.

A

coercive

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45
Q

how is power used in a cooperative context

A

used to maximize joint benefits and enhance the group’s effectiveness

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46
Q

T openness to influence

A

inducability

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47
Q

… is created and developed out of the interaction among group members and their commitment to achieving their mutual goals.

A

Mutual power

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48
Q

Dy: the cooperative context view of power imply what 6 things about power

A
  1. it is expandable
  2. something to be shred
  3. acting in a bidirectional way
  4. non coercive
  5. asymmetrical
  6. based on expertise, competence and access to info
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49
Q

An alternative view of positive interdependence with small groups posits that the power of one group member over others depends on three factors: …

A

the benefits of working together to achieve mutual goals, the costs of doing so, and the availability of alternative groups in which the rewards may be higher and the costs lower

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50
Q

5 steps to mobilizing power to accomplish goals?

A
  1. determine your goals
  2. asses your relevant resources
  3. determine what other resources you need to achieve your goals and who has these resources
  4. negotiate an agreement to mutually support one another successful goal achievement
  5. carry out the activities necessary to achieve members and group goals
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51
Q

are goals always sought conciously

A

no sometimes uncon

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52
Q

3 criteria to plan how to accomplish your goals

A

you must be aware of them, accept them as valuable and worthwhile, and be willing to enlist the aid of other group members to accomplish them.

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53
Q

3 things you should know about resources

A

(a) what other resources you need to achieve your goals, (b) how you can help other group members achieve their goals, and (c) how the resources of all members can be combined to achieve the group’s goals.

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54
Q

3 steps to forming a cooalition

A

(a) identifying the group members who have the resources you need, (b) identifying how your resources could contribute to their goal accomplishment, and (c) negotiating a mutual support agreement in which each agrees to contribute to the other’s success.

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55
Q

3 things contracts should include

A

a) the resources you want from the other group members, (b) the resources other group members want from you, and (c) how members should coordinate their efforts to achieve the goals.

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56
Q

Trait factor: 4 characteristics of trait approach

A

static, atomistic, historical, inductive

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57
Q

Trait factor: Assumes that causation of present behavior is a function of genetic and experiential factors acting cumulatively over relatively long periods of time.

A

historical

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58
Q

Trait factor: Stresses accounting for empirically observed phenomena more than seeking empirical validation for general theoretical statements.

A

inductive

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59
Q

TF: Assumes that complex phenomena can be analyzed into component parts.

A

atomistic

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60
Q

TF: Assumes that complex phenomena can be analyzed into component parts.

A

atomistic

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61
Q

Two of the trait-factor approaches to power are the work on …2

A

power and persuasion and the work on social dominance.

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62
Q

3 places we look for characterisitics in coms for power?

A

source, message, and receiver effects

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63
Q

people are more influenced by people who… 3

A

trustworthy, distribute resources fairly, and treat people with respect

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64
Q

T: Focuses more on continuity than on change.

A

static

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65
Q

2 trait factor approches to power focus on what

A

power and persuasion

social dominance

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66
Q

“Who says what to whom with what effect?” what 3 things do we need to know to answer this

A

source, message and receiver effects

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67
Q

The powerholder is … if the less powerful individuals have low self-esteem, see their attitudes under modification as peripheral to them, have no ­forewarning of the influence attempt, role-play positions that agree with the communicator’s, have not been inoculated, are distracted while the message is presented, and are not very intelligent

A

more effective

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68
Q

how strong of an argument is the trait factor approach to influence

A

weak! need everyones impute

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69
Q

T: Social dominance theory is a trait-factor theory of power directly based on competition

A

social dominance theory

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70
Q

what is social dominance

A

the ability to control resources

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71
Q

what is the trait is social dominance

A

ability to compete for limited resources

72
Q

social dom hierarchy is an organizational method

A

f natural consequence of differences in individuals’ abilities to compete.

73
Q

what theory would say this Depending on who your opponent is, assert when you can prevail, yield when you cannot

A

social dom

74
Q

dose usually obtain resources through comp?

A

no usually adopt socially accepted ways like persuasion and coalitions

75
Q

if the goal is the gain control of resources in social Dom what is the best way to do this

A

coalitions (The intent is to establish dominance (i.e., gain control of resources) while minimizing interpersonal conflict with other group members bcs relationships are resources in themselves )

76
Q

do social dom heirarcies always develop

A

Social dominance hierarchies are seen as developing naturally any time individuals have contact with one another.

77
Q

T: reflecting relative competitive ability

A

dominance

78
Q

why do people respond to a dominant person

A

the dominant individual within a social hierarchy becomes the focus of attention—admired, liked, viewed as an attractive social partner, and obeyed.

79
Q

what theory is the clearest example of trait factor approach to power

A

social dom

80
Q

T: power is based on the control of valuable resources

A

social exchange thoery

81
Q

6 bases of power

A

reward, coercive, legitimate, referent, expertise, and informational

82
Q

A person has …over other group members if he or she has the ability to deliver positive consequences or remove negative consequences in response to their behavior.

A

reward power

83
Q

why is too many rewards bad

A

create suspicion that members are being bribed or conned, which tends to result in dislike and/or resistance.

84
Q

A person has ..over other group members if the person can mete out negative consequences or remove positive consequences in response to the behavior of group members

A

coercive power

85
Q

does coercive power every have positive effects

A

Only when the use of coercive power brings a conflict into the open to be resolved can coercion have positive effects.

86
Q

is reward power good or bad consequences

A

good! A person’s power is greater the more the group members value the reward, the more they believe that the person can dispense the reward, and the less chance they have of receiving the reward from someone else

87
Q

When a person has …, group members believe the person ought to have influence over them because of his or her position in the group or organization or because of his or her special role responsibilities .

A

legitimate power

88
Q

how well does the group respond to legitimate authority

A

comply with duty and loyalty

89
Q

how is legitimate power used to reduce conflict

A

mediates or arbitrates or when those with less power simply conform to the person’s wishes.

90
Q

When a person has …, group members identify with or want to be like the person and therefore do what he or she wants out of respect, liking, and wanting to be liked

A

referent power

91
Q

what kind of leaders have refernt power

A

charismatic leaders (more liked more they identify with them)

92
Q

When a person has …, group members see the person as having skills and competencies useful for accomplishing the goal and not available anywhere else

A

expert power

93
Q

when does expert power not work

A

the use of expertise fosters feelings of inadequacy in group members, it will tend to have negative effects.

94
Q

When a person has …, group members believe the person has useful information not available anywhere else.

A

informational power

95
Q

it is the actual resources of group members that determines power

A

f it is the perception of a group member’s power base that affects the behavior of other members, not the actual resources

96
Q

what is the conflict model of social influence

A

defines whether a group member is part of the majority or a minority

97
Q

majority members are the sources of influence and minatory are targets

A

f both majority and minority members are sources and targets of influence attempts

98
Q

What defines the majority and the minority members is the …

A

amount of power they have.

99
Q

T has the most control over how important resources are distributed (they may be the numerical minority).

A

power majority

100
Q

T has little control over the distribution of important resources (they may be a numerical majority).

A

power minority

101
Q

are their groups with equal resources

A

very rare

102
Q

unequal distribution of resources does means that members are powerless.

A

f does not

103
Q

when is power used to problem solve most effectively

A

when power is relatively mutual among its members and power is based on competence, expertise, and information.

104
Q

how does Unequal power influence problems solving

A

interferes with the trust and communication necessary for managing group conflicts constructively

105
Q

A group’s decisions are invariably of higher quality when power is based on competence, expertise, and relevant information, not on …2

A

authority or popularity.

106
Q

One of the most common settings for analyzing power is in the relationship between …

A

high- and lower-power groups.

107
Q

T is the capacity to have considerable effect on another person’s outcomes

A

high power

108
Q

T; is the capacity to have little effect on another person’s outcomes

A

low power

109
Q

high power persons typically don’t know how much their power influences their positive experiences

A

t

110
Q

problems high power people have interacting with low power? 4

A
  1. rules do not apply to them
  2. inattentiveness to low power
  3. restricted cognitive processes (reduce the capacity for complex social reasoning, constrain moral judgment, and increase the use of stereotypes)
  4. domineering conflict resolution strategies
111
Q

high power often rejecting demands for change and being uninterested in learning about the intentions and plans of low-power members, being inattentive to the communications of the low-power person, and being unresponsive to cooperative gestures by the low-power members why

A

to protect superiority

112
Q

4 high power strategies to justify status quo

A 
L= legitimize 
E= self enhancement 
A= attribute to own success and control 
D= devalue
113
Q

low power people are more easier angered by high power harm or insult

A

f High-power individuals tend to be more angered by a lower-power person’s harm or insult than when the positions are reversed

114
Q

T: Once group members gain power, they tend to establish regulations and norms to legitimize their position and privileges and make illegitimate any attempt by others to change the status quo.

A

“power defines injustice” strategy, or the “might is right” strategy.

115
Q

2 ways high power maintain status quo

A

by establishing severe penalties for those who attempt to change the status quo, and by offering low-power members a variety of benefits as long as they do not rebel

116
Q

why do high power have higher confidence

A

tend to receive inflated positive feedback from others, thereby producing an inflated sense of self-worth

117
Q

T: as a person’s power increases, he or she will make more attempts to influence other. As more influence attempts are made, the person comes to believe that he or she controls the low-power people’s behavior and is the causal agent in producing the outcomes. high power person takes credit for group successes

A

power devaluation theory

118
Q

as a person’s power increases, the performance ratings of others become increasingly negative why

A

devalue low power members

119
Q

High-power members have been shown to be…toward but disdainful of low-power members

A

altruistic

120
Q

the greater a person’s power, the more … it is likely to seem, simply because the claims on it increase faster than the power to fulfill them

A

insufficient

121
Q

The Metamorphic Effects of High Power?

A 
changes person through power being the goal in itself 
use for own benefit 
unwarranted positive feedback 
devalue others 
overstep boundaries (Stanford prison )
122
Q

how is status related to power

A

High status does not always mean high power

123
Q

High-status positions invoke a sense of …

A

privilege (took more reward and did less work)

124
Q

having high status and high power results in …

A

an enhanced self-perception that leads to altruistic behavior but disdain for the low-power, low-status members

125
Q

when individuals had high status but low power, they felt underrewarded and attempted to obtain …

A

increased rewards from the group

126
Q

describe power stereotyping theory

A

people in positions of power are likely to stereotype subordinates because they pay less attention to them, perhaps due to lack of cognitive capacity (having high power requires attending to more people and more issues at the same time)
treat them as less important

127
Q

T: experience of repeated, widespread, systemic injustice, which may involve the legal system

A

oppression

128
Q

how does power relate to oppression

A

High-power group members often oppress low-power members.

129
Q

the most dangerous form of oppression is …

A

moral exclusion

130
Q

T defining low-power group members as outside the moral community and therefore not entitled to fair outcomes or treatment

A

moral exclusion

131
Q

what keeps oppression in place

A

opressors use their power through force control over systems and resources, public and self images of both oppressor and opressed to maintain status quo

132
Q

Low-Power Strategies to Change the Status Quo

A

CORE

133
Q

T is power vested in a particular position and viewed as legitimate by the powerholder and by subordinates (given power to reward and punish)

A

authority

134
Q

most people are low power members

A

most people and both high and low depending who they are interacting with

135
Q

what does the CORE stand for

A

C: cooperative, complient
O: Attribution of causes of group successes to own efforts
R: Resistance psychological reactance, and obstruction
E: Negative evaluations of high-power individuals

136
Q

T: unpleasant motivational arousal (reaction) to offers, persons, rules, or regulations that threaten or eliminate specific behavioral freedoms.

A

reactance

137
Q

What can the research on group dynamics recommend to low-power group members? 4

A

dynamic interdependence strategy…
1. clarify goals and increase + interdependence
2. clarify their resources (reduce dependance)
3.point out goals high power needs you for
4. negotiate better contract
use edu and moral persuasion
bring high power to negotiation table

138
Q

the most extreme strategy for influencing high-power individuals and groups is …

A

terrorism.

139
Q

define terrorism

A

defined Dif by low and high power members

140
Q

did Nelson Mandela use terrorism

A

yes

141
Q

what are the metamorphic effects of low power

A

can change how you view self as of less worth

142
Q

2 news of how low power groups relate to one another?

A

similarity-attraction hypothesis

common-enemy position

143
Q

low-power groups tend to react negatively to the good fortune of other …groups but react positively to the good fortune of … groups

A

low-power

high-power

144
Q

how often do low power take revenge on high power

A

rarely costs too high

145
Q

when does conflict occur in power dynamics

A

conflict occurs only when a person wants other group members to do something they do not want to do and the person does not have enough power to overcome their unwillingness

146
Q

does conflict usually concern power directly

A

yes and indirectly

147
Q

in conflict what type of power is most relied on

A

coorcieve power

148
Q

when does coercive power work in a conflict

A

shorten or control a conflict through inducing compliance or withdrawal (should be avoided bcs usually destructive

149
Q

… often serve as substitutes for the direct use of power among group members

A

Group norms

150
Q

T are prescribed modes of conduct and belief that guide the behavior of group members

A

norms

151
Q

are we more influenced by norms or high power people

A

Individuals let themselves be influenced by norms in ways that they would never permit themselves to be influenced by others, for norms often take on the characteristics of moral obligations

152
Q

T changes in behavior that result from group influences.

A

conformity

153
Q

2 conformity changes in behaviour that take place?

A

compliance and private acceptance

154
Q

T behavioral change without internal acceptance

A

compliance

155
Q

does conforming always mean your going against your values

A

no frequently improves the functioning of a group at no expense to the individual’s principles or beliefs

156
Q

Conformity to group norms can be differentiated along two dimensions

A

conformity versus anticonformity and independence versus dependence

157
Q

how does a independent vs dependant person respond to group norms

A

An independent person, on the other hand, does not give undue importance to the group norm in making her judgment.

158
Q

which norms require more conformity

A

ones that are needed to achieve group goals (greater pressures to conform to task-related norms if goal attainment depends on the coordinated behavior of the group members)

159
Q

are nonconforming actions ever accepted

A

if they help toward group goal

160
Q

what 3 norms are imported from the broader culture

A

reciprocity, fair play and social responsilibty

161
Q

2 ways norms can be initiated

A

saying it or modelling or imported from other groups and group discussion!! biggest one

162
Q

7 things needed for groups to internalize norms

A

recognize them and commit to them

  1. see as helpful to goal
  2. own it
  3. enforce
  4. look to models
  5. use cultural norms
  6. see as flexible
163
Q

Group members sometimes engage in …, in which they spon-taneously perform atypical actions such as riots, panics, and mass hysteria

A

collective behavior

164
Q

explanations for group behaviour ?

A

group mind
convergence theory
energent norm theory
deindividuation theory

165
Q

3 mechanisms of group mind?

A

anonymity
contagion
suggestibility

166
Q

T: crowd behavior represents the convergence of people with compatible needs, desires, motivations, and emotions, whose membership in the crowd triggers the spontaneous release of previously controlled behaviors

A

convergence theory

167
Q

in convergence theory what needs are people acting on

A

formerly repressed needs come to motivate behavior, and atypical actions become more likely.

168
Q

T; the members all adhere to norms that are relevant to the given situation.

A

emergent norm theory

169
Q

common elements to groups in emergent norm theory

A
  1. behaviour unplanned in crowd
  2. feels of group = urgency
  3. norms emerge
  4. suggestible to these noms = engage in actions
170
Q

T: a state of relative anonymity, in which group members do not feel singled out or identifiable

A

deindividuation

171
Q

3 parts of deindividuation that explain why reduced inner constraints

A

deindividuation (inputs), the state of deindividuation (internal changes), and deindividuated behaviors (outputs).

172
Q

The …include anonymity, reduced responsibility, membership in a large group, and arousal

A

conditions of deindividuation (inputs) `

173
Q

The ….. is characterized by profound changes in emotions, memory, and self-regulation

A

state of deindividuation (internal changes)

174
Q

…(outputs) replace reason and order with impulse and chaos.

A

deindividuated behaviors

175
Q

As research and theory on the group mind demonstrate, ,.. can be exercised by the group as a whole and not only by individuals within the group

A

power

176
Q

how do the individual vs relationship perspective of group dynamics differ in explanations of behaviour

A

look at individual: static, physical representation, present at any one moment
group look at rhythm: temporal no direct representation, look at effects not behaviour itself

414 (7 decks)

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