Group Processes 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
2
Q
dyad
A
2 people
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
4
Q
social norms
A
specify how group members behave
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
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
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
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
9
Q
social facilitation: role of arousal
A
- presence of others cause us to become later and vigilant
- evaluation apprehension
- others distract us from the task
10
Q
evaluation apprehension
A
others make us apprehensive about being evaluated
11
Q
social facilitation: co-actor effect
A
when there are others performing the task with us
12
Q
social facilitation: audience-effect
A
when there are others actively observing us
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
14
Q
cultural and gender influences on social loafing
A
- higher in men
- higher in individualistic cultures than collectivists cultures
15
Q
deindividuation
A
- loosening of normal constrainst in B when people are in a group
- leads to increase in impulsive and deviant acts
- being in a group and wearing a uniform/disguise increase anonymity
- makes people feel less accountable for their actions
- presence of others lowers self-awareness
- shifts people’s attention away from their moral standards
- increase the extent to which people obey group norms (good or bad)
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
- transformational
- inspire followers to focus on common, long-term goals - 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
- playing against a friend
- expecting to interact with their partner in the future
- playing in small groups rather than large
- tit-for-tat strategy
- first acting cooperatively, then responding the way your opponent did on the previous turn - create social norm of cooperating by repeatedly doing so
- 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
