exam 2 - group Flashcards
social facilitation
the effect, positive/negative, of the presence of others on performance
dominant response
in a person’s hierarchy of possible responses in any context, the response that person is most likely to make
zajonc’s model
presence of others produces arousal, arousal increases the likelihood of dominant responses
easy or well-learned tasks (zajonc’s model)
dominant response is usually correct
difficult or novel tasks
dominant response is not necessarily correct
mere presence of others effect
others are dynamic and unpredictable, we need to be alert (aroused) to react to what they might do
evaluation apprehension
concern for how others are viewing us (jogger example)
distraction conflict theory
conflict between paying attention to others and paying attention to the task, overloads our cognitive resources and leads to arousal
social loafing
tendency to exert less effort when working on a group task in which individual contributions cannot be monitored
how to eliminate social loafing
-make individuals accountable
-make task challenging and involving
-make the goal compelling/important to all
-make individuals feel their contribution is important
-provide consequences for success and failure
diffusion of responsibility
a person is less likely to take responsibility for action or inaction when other bystanders or witnesses are present
groupthink
the deterioration of group judgment produced by striving for consensus
how to prevent groupthink
-be impartial
-have a devils advocate
-subdivide the group
-encourage and welcome criticisms from outsiders
-before implementing, call a second-chance meeting
self-censorship
withholding info or opinions in group discussions
risky shift
decisions become riskier after group discussion
group polarization
group-produced enhancement of members’ preexisting tendencies
illusion of unanimity
illusion that the group is all on the same page, when that isn’t actually the case
illusion of invulnerability
“we’re good people, we’re good decision makers, we can’t make a bad decision”
collective rationalization
deciding that the decision made was the best one
deindividuation
when in groups. people often abandon normal restraint
self-awareness theory
when people focus their attention inward on themselves, they become concerned with self-evaluation and how their current behavior conforms to their internal standards and values
spotlight effect
peoples conviction that other people are paying more attention to them (appearance/behavior) than they actually are
leadership and power in groups
groups tend to quickly evolve into hierarchies because…
-having leaders help solve problems inherent in group living
-imposing order/structure increases group coordination
determinants of leadership
-coercion and manipulation
-skill, knowledge, and expertise
-socially adept: can build strong relationships
approach/inhibition theory
high power people pursue personal goals and make quick judgments; less concern about how others evaluate them, so more inclined to go after their desires
low power people constrain personal behaviors and pay careful attention to others
group
collection of individuals who have relations to one another that make them interdependent to some significant degree
minimal group paradigm
even arbitrary and virtually meaningless distinctions between groups can trigger a tendency to favor one’s own group at the expense of others
outgroup homogeneity effect
tendency for people to assume that within-group similarity is much stronger for outgroups than for ingroups
psychological need to form a group
-inclusion: desire to be part of and accepted by a group
-control: need to guide the group by organizing and maintaining group’s processes
-affection: need to maintain open, positive relations with others
social roles
shared expectations in a group about how particular people are suppose to behave
