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GROUP DYNAMICS > GROUP COHESIVENESS > Flashcards

GROUP COHESIVENESS Flashcards

1
Q

groups that have strong bond, unity, and solidarity

A

GROUP COHESION

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2
Q

work well together and high degrees of interpersonal trust

A

GROUP COHESION

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3
Q

committed to working together and achieving group goals

A

GROUP COHESION

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4
Q

people defined themselves based on their group membership (e.g., nationality, reigion, occupation)

A

SOCIAL IDENTITY THEORY

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5
Q

delevelop an “in-group” bias

A

SOCIAL IDENTITY THEORY

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6
Q

similar attitudes or interests tend to like each other more

A

INTERPERSONAL ATTRACTION MODEL

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7
Q

influences a variety of individual outcomes

A

INTERPERSONAL ATTRACTION MODEL

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8
Q

cohesion groups communicate more effectively, share common goals and work together cooperatively

A

INTERPERSONAL ATTRACTION MODEL

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9
Q

group cohesion can be caused by various factors such as interpersonal attraction

A

FACTORS INFLUENCING GROUP COHESION

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10
Q

tend to be more cohesive

A

SHARED GOALS

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11
Q

united by the common purpose

A

SHARED GOALS

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12
Q

better opportunities to interact intimately, leading to closer ties

A

GROUP SIZE

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13
Q

smaller groups tend to be more cohesive than the longer established groups

A

GROUP STABILITY

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14
Q

develop stronger bond leading to enduring relationships

A

GROUP STABILITY

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15
Q

distinct characteristics unique only to your group could enhance cohesiveness

A

GROUP IDENTITY

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16
Q

effective communication channels promoting trust can improve your group dynamics

A

GROUP DYNAMICS/INTERACTIONS

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17
Q

encourage positive interactions amomng members

A

GROUP DYNAMICS/INTERACTIONS

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18
Q

opposition from rival teams or unexpected interruptions, can bring together members who may have had minor disputes previously

A

EXTERNAL PRESSURE/CHALLENGES

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19
Q

The stronger the relationships, the more likely they are to have a unified team spirit that can help drive them toward their common goal

A

TIME SPENT TOGETHER

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20
Q

6 benefits of group cohesion

A
  1. Improved Communication
  2. Increased Motivation
  3. Greater Productivity
  4. Lower Stress Levels
  5. Fewer Conflicts
  6. Increased Job Satisfaction
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21
Q

The integrity, solidarity, and unity of the group.

A

GROUP COHESION

22
Q

an indication of the health of the group and is related to a variety of other group processes.

A

COHESIVENESS

23
Q

the principle of equifinality suggests, can result from one or more sources,

A

GROUP COHESION

24
Q

Implicit, self-generating, and stable standards for group behavior

A

NORMS

25
Q

Group of norms

A

Precriptive norms
Prosceiptive norms
Descriptive norms
Injunctive norms

26
Q

consensual standard that identifies preferable, positively sanctioned behaviors

A

PRESCRIPTIVE NORMS

27
Q

consensual standard that identifies prohibited, negatively sanctioned behaviors

A

PROSCRIPTIVE NORMS

28
Q

consensual standard that describes how people typically act, feel, and think in a given situation.

A

DESCRIPTIVE NORMS

29
Q

evaluative consensual standard that describes how people should act, feel, and think in a given situation rather than how people do act, feel, and think in that situation.

A

INJUNCTIVE NORMS

30
Q

A pattern of change in the relationship between an individual and a group that begins

A

GROUP SOCIALIZATION

31
Q

when an individual first considers joining the group and ends when he or she leaves it

A

GROUP SOCIALIZATION

32
Q

Interpersonal processes that change the thoughts, feelings, or behaviors of another person.

A

SOCIAL INFLUENCES

33
Q

results from the majority’s impact on the minority (majority influence) and the minority’s impact on the majority (minority influence)

A

SOCIAL INFLUENCES

34
Q

indicated by straight lines, as it tends to be direct.

A

MAJORITY INFLUENCES

35
Q

more indirect, and so is indicated by the curved dotted lines of influence from the lone minority back to the majority group members.

A

MINORITY INFLUENCE

36
Q

Social pressure exerted by the larger portion of a group

A

MAJORITY INFLUENCE

37
Q

lone individual or smaller faction

A

MINORITY INFLUENCE

38
Q

An experimental procedure developed by Solomon

A

ASCH SITUATION

39
Q

Participants believed they were making perceptual judgments as part of a group, but the other members were trained to make deliberate errors on certain trials.

A

ASCH SITUATION

40
Q

privately disagree with the group but they publicly express an opinion that matches the opinion expressed by the majority of the group.

A

Compliance (acquiescence)

41
Q

change their position on the issue because they think the group is correct; they personally accept the group’s position as their own.

A

Conversion (private acceptance)

42
Q

agree with the group from the outset, so they are not responding to the group’s influence when they express their position publicly.

A

Congruence (uniformity)

43
Q

They do not need to shift their opinion in the direction advocated by the group because it was already their position.

A

Congruence (uniformity)

44
Q

disagree by publicly expressing ideas, beliefs, and judgments that are consistent with their personal standards.

A

Independence (dissent)

45
Q

express ideas or take actions that are the opposite of whatever the group favors.

A

Anticonformity (counterconformity)

46
Q

take a position that opposes that endorsed by the majority of the members publically, even though privately they agree with the majority.

A

Strategic anticonformity (devil’s advocate)

47
Q

An experimental procedure developed by Richard Crutchfield to study conformity.

A

Crutchfield Situation

48
Q

An analysis of social influence, which proposes that the impact of any source of influence depends upon the strength, the immediacy, and the number of people

A

SOCIAL IMPACT THEORY

49
Q

suggests that consistent minorities will be influential, but that influence in some cases is indirect and delayed.

A

CONVERSION THEORY

50
Q

conceptual analysis of the cognitive and interpersonal processes that mediate the direct and indirect impact of a consistent minority on the majority

A

CONVERSION THEORY

GROUP DYNAMICS (2 decks)

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