Group Processes Flashcards

You may prefer our related Brainscape-certified flashcards:
1
Q

group

A
  • collection of 3+ people who interact with each other and are interdependent
  • needs and goals cause them to rely on each other
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
2
Q

dyad

A

2 people

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
3
Q

why we form groups

A
  • fulfills basic human needs - likely innate
  • help define who we are as individuals
  • group membership motivates people to become involved in social change
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
4
Q

social norms

A

specify how group members behave

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
5
Q

social roles

A
  • shared expectations by group members on how people in group are supposed to behave
  • getting too caught up in a role can result in loss of identity and personality change
  • Zimbardo’s experiment
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
6
Q

group cohesiveness

A
  • qualities of a group that bind members together + promote liking among them
  • influences extent to which members are likely to:
    1. stay in group
    2. take part in activities
    3. recruit like-minded members
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
7
Q

group diversity

A
  • groups tend to be homogenous
  • age, sex, gender, beliefs, opinions
  • the more diverse the group, the better the decisions tend to be
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
8
Q

social faciliation

A
  • presence of others increase physiological arousal
  • occurs when presence of others + their individual performance can’t be evaluated
  • when that arousal exists:
    1. it is easier to do something simple
    2. it is harder to do something new and complex
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
9
Q

social facilitation: role of arousal

A
  1. presence of others cause us to become later and vigilant
  2. evaluation apprehension
  3. others distract us from the task
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
10
Q

evaluation apprehension

A

others make us apprehensive about being evaluated

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
11
Q

social facilitation: co-actor effect

A

when there are others performing the task with us

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
12
Q

social facilitation: audience-effect

A

when there are others actively observing us

How well did you know this?
1
Not at all
2
3
4
5
Perfectly
13
Q

social loafing

A
  • tendency for people to do worse on simple tasks, but better on complex tasks
  • when our performance in a group cannot be identified, we become more relaxed
  • being relaxed improves performance on complex tasks and impairs performance on simple tasks
  • refer to tree in notebook
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
14
Q

cultural and gender influences on social loafing

A
  • higher in men
  • higher in individualistic cultures than collectivists cultures
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
15
Q

deindividuation

A
  1. loosening of normal constrainst in B when people are in a group
  2. leads to increase in impulsive and deviant acts
  3. being in a group and wearing a uniform/disguise increase anonymity
  4. makes people feel less accountable for their actions
  5. presence of others lowers self-awareness
  6. shifts people’s attention away from their moral standards
  7. increase the extent to which people obey group norms (good or bad)
How well did you know this?
1
Not at all
2
3
4
5
Perfectly
16
Q

2 heads better than 1?

A
  • groups do not always make better decisions than individuals alone
  • process loss
17
Q

process loss

A
  • any aspect of group interaction that inhibits good problem-solving
  • tendency to focus mainly on what its members already know in common
  • failure to share unique information that each person might have
18
Q

groupthink

A
  • maintaining group cohesiveness and solidarity is more important than realistic thinking
  • causes people to reach an inferior decision
  • can have disastrous consequences
  • REFER TO TABLE IN NOTEBOOK - IMPORTANT
19
Q

diminishing groupthink

A
  • anonymous opinions
  • impartial leadership
  • outside opinions
  • subgroups
20
Q

group polarization

A
  • tendency for groups to make decisions that are more extreme than the initial inclinations of their members
  • occur because people become exposed to even more persuasive arguments than they had at first (quant vs qual of arguments)
  • social comparison orc might be at play (adopt similar but more extreme views to be liked by the group)
21
Q

Great Person Theory

A
  • certain personality traits make a person a good leader, regardless of the situation
  • research show weak relationships between personality and leadership
22
Q

integrative complexity

A
  • ability to recognize + integrate various perspectives is better associated with leadership effectiveness
23
Q

leadership styles

A
  1. transformational
    - inspire followers to focus on common, long-term goals
  2. transactional
    - set clear, short-term goals
    - reward people who meet them
24
Q

contingency theory of leadership

A
  • effectiveness depends on how task-oriented or relationship-oriented the leader is
  • NOT on amount of control and influence the leader has over the group
25
Q

task-oriented leader

A
  • concerned with gettinig job done
  • not concerned with feels and relationships between workers
26
Q

relationship-oriented leader

A
  • concerned with feelings and relationships between workers
  • less concerned with getting the job done
27
Q

Fiedler’s Contingency Theory of Leadership

A
  • refer to notebook for schema
28
Q

gender and leadership: communal

A
  • women who act in accordance with social norms
  • may be seen as having less leadership potential than those who act agentic
29
Q

gender and leadership: agentic

A
  • agentic women are derogated for defying social norms
30
Q

gender and leadership: transformational leadership style

A
  • women using transformational leadership (known to be effective) may still be evaluated negatively by male subordinates
31
Q

social dilemma

A
  • conflict in whihc the most beneficial action for an individual will have harmful effects on everyone
  • ONLY if chosen by most people
32
Q

Prisoner’s Dilemma: game description

A
  • two players must choose 1 of 2 options, pitting individual gain against group gain
  • outcome for each player depends on their combined choice
33
Q

Prisoner’s Dilemma: what is the dilemma?

A
  • the choice which seems best from the viewpoint of most individual players will not lead to the best outcome if both players choose it
  • best outcome for both players = chose a cooperative strategy
  • even though the competitive strategy seems more appealing
34
Q

Prisoner’s Dilemma: increasing cooperation

A
  1. playing against a friend
  2. expecting to interact with their partner in the future
  3. playing in small groups rather than large
  4. tit-for-tat strategy
    - first acting cooperatively, then responding the way your opponent did on the previous turn
  5. create social norm of cooperating by repeatedly doing so
  6. eventually, every group member begins to cooperate and all benefit in the end
35
Q

using threats to resolve conflict

A
  • threats are NOT effective way to reduce conflict
  • communication helps IF it is used to work out a solution for both parties
  • if communication is used mainly to convey threats, competition is increased
  • REFER TO TRUCKING GAME IN POWERPOINT
36
Q

negotiation

A
  • form of communication between opposing sides in conflict, where offers + counteroffers are made
  • solution occurs only when both parties agree
37
Q

integrative solution

A
  • solution to conflict whereby parties make tradeoffs on issues according to their different interests
  • each side concedes the most on unimportant issues to them
  • mediators help each side recognize that mutually agreeable solutions exist