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Psych 241 > group processes > Flashcards

group processes Flashcards

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1
Q

define group

A

set of individuals with at least one characteristic:

  • direct interaction over period of time
  • joint membership in social category
  • shared, common fate, identity or set of goals
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2
Q

define collective

A
  • assembly of people engaging in a common activity, little interaction with each other.
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3
Q

why join a group?

A
  • human life requires groups
  • social brain hypothesis
  • protect from physical health, and gain personal, social identity
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4
Q

social brain hypothesis

A

human intelligence did not evolve primarily as a means to solve ecological problems, but rather as a means of surviving and reproducing in large and complex social group

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5
Q

group roles

  • ways to define
  • two fundamental types of roles
  • match characteristic to?
A
  • defined as formal (title) or informal
  • instrumental role - help group achieve tasks
  • expressive roles to provide emotional support and maintain morale.
  • match characteristic to skill set = beneficial.
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6
Q

Power of roles - Stanford prison experiment

A

randomly assigned roles. prisoners were abused by guards. prisoners had mental breakdowns.
- controversial: Zimbardo mixed roles. experimenter and prison guard. Z wouldnt let ppl out, tried to encourage them to stay.

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7
Q

group norms

  • defined?
  • weak or strong conformity?
A

formal - explicit rules
informal - what to wear to party
strong conformity pressures, deviation can have consequences.
norm can be free-thinking = more heterogenous

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8
Q

group cohesiveness - define

- relationship btw cohesive & group performance

A

the forces exerted on a group that push its members close together
- causal relationship: more cohesive = better performance & vice versa. But, stronger evidence for better performance = better cohesiveness.

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9
Q

social facilitation - define

- two researchers, their findings

A

what impact does the presence of others have on our performance

  • triplett: enhance performance when biking with ppl.
    • competitive instinct; nervous energy increases performance.
  • zajonc = arousal is key. arousal affects performance depending on type of task.
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10
Q

the zajonc solution

- 3 steps

A
  1. presence of others
  2. arousal
  3. strengthen dominant response = quality of performance varies by difficulty of task
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11
Q

dominant response

- difficult vs easy

A

=> easy: correct response, performance enhancement

=> difficult: incorrect response, performance impairment

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12
Q

is social facilitation merely a human thing?

-study?

A

no. cockroaches show better performance in an easy task with presence of others.
worse performance on difficult task in presence of others

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13
Q

3 theories for social facilitation

A

zajonc mere presence theory
evaluation apprehension theory
distraction conflict theory

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14
Q

what is zajonc mere presence theory

A

presence enough to facilitate social facilitation

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15
Q

evaluation apprehension theory

A

others mut be in position to evaluate one’s performance to effect performance.
*concern for judgement => increased arousal => increase dominant response

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16
Q

distracttion conflict theory

A

attentional conflict between focusin on task and inspecting the distracting stimulus creates arousal.
- nothing uniquely social about “social” facilitation

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17
Q

which theoyr is correct

- what are they again?

A

mere presence, evaluation apprehension, distraction conflict.

  • one study: blind-fold vs non blind fold = blind-folded = did better. evaluation is key.
  • certain explanations work better under certain circumstances.
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18
Q

what is social loafing

A

group produced reduction i individual output on easy tasks in which contributions are pooled

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19
Q

when does social loafing occur

A

when - task is easy, individual efforts cannot be ID’d.

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20
Q

social loafing conditions

- when will it not occur

A
  • people believe their own performance can be Id’d
  • task is important
  • efforts necessary for success
  • group punished for poor performance
  • group is small
  • group is cohesive
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21
Q

3 factors to reduce social loafing

A
  1. limit scope of project.
  2. keep group small
  3. peer evaluations
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22
Q

social loafing vs social facilitation

- depends on 2 things

A

type of evaluation

  • individual Id-able.
  • easy task = social facil = enhance
  • difficult task = social facil = impair
  • group eval-
  • easy = social load = impair
  • difficult = social security = enhance

type of task : easy vs difficult

23
Q

when does social security come into play?

A

when the type of evaluation if group & it is a difficult task.

24
Q

deindividuation -define

- caused by?

A

loss of person’s sense of individuality and reduction of normal constraints against deviant behaviour

  • caused by:
  • arousal (pressence of others)
  • anonymity
  • lack of individual responsibility
25
Q

2 types of environmental cues in deindividuation

A

accountability:
affect cost-reward calculations. less likely to get caught/punished.

attentional cues:
focus away from self, less attention to self/morals. less sensitive to consequences.

26
Q

trick or treat study

* nurse/KKK study

A

halloween - arousaed: wearing masks high on sugar. some ID’d, some not.
anonymous in group more likley to take more pieces.

nurse/KKK. some ID’d some anon.

  • KKK increase shock when ID’d or anon.
  • nurse decreased shock MORE when anon. = more responsive to group norm - helping.
27
Q

Social identity model of deindividuation effects (SIDE)

A

characteristics/norms affect whether deindividuation occurs
-personal ID decrease, group ID increase.
if group ID negative - deindividuation = violence
group ID positive = deindividuation = more good.

28
Q

groups are good when?

advantage of group?

A

good when motivated to search for answer that is best for entire group.
advantage = group can divide up tasks

29
Q

group polarization -define

A

exaggeration through group discussion of group member’s initial tendencies.

30
Q

risky shift?

A

tendency for group to be riskier than individual decisions

31
Q

group polarization factors (3)

A
  1. persuasive arguments theory
  2. social comparison
  3. social categorizaiton
32
Q

group polarization factor - persuasive argument theory

A

greater number and persuasiveness of argument - more extreme attitude.

33
Q

group polarization factor - social comparison

A

new extreme norms are established. compare self to others extreme attitudes

34
Q

group polarization factor

- social categorization

A

overestimate group’s position to distinguish from outgroup

35
Q
  • ?-?-?- occurs when commitment to failing course of action is increased to justify prior to investments
    • individual or group more likely?
A

escalation effect
AKA sunk cost fallacy
AKA entrapment

groups more likely.

36
Q

social dilemma

A

situation in which what is good for one is bad for all if everyone pursues self-interest.

37
Q

prisoner’s dilemma

  • discuss
  • what’s key?
A

one-time, two-person dilemma
cooperate or compete with other player
both compete = both get 10 years.
you compete, he doesnt = you go off free, he gets 30 years.
you cooperate, he competes = you get 30 years, he gets 0.
you both cooperate = 3 years.
- key = trust. high trust, cooperate, low trust, compete

38
Q

iterative mixed-motive problem

A
  • social dilemma repeated many times
  • develop tit-for-tat strategy.
    cooperate, if other competes, you compete back.
39
Q

4 reasons tit-for-tat elicits cooperation

A
  1. Nice - choose cooperative first
  2. not exploitable - respond with same action to ensure partner doesnt abuse or defect from cooperation
  3. forgiving - cooperate when they cooperate - not trying to compete continually
  4. transparent: other perosn realized what you’re doing
40
Q

2 types of resource dilemmas

A
  1. commons dilemma

2. public goods dilemma

41
Q

commons dilemma

A

limited, non-replenished resource

- tragedy of commons. if everyone takes a little bit extra = resources depleted = harmful for everyone

42
Q

public good dilemma

A

resource that public contributes to. service continues if everyone continually contributes.

43
Q

social dilemma influenced by psych and structural arrangements

A

psych: trusting is key, easier to trust individual than small or big group.
- good mood = more likely to cooperate

structure: payoff that rewards cooperative, private resources, establish authority to control resources

44
Q

groups can differ from?

A

the sum of their parts.

shared common fate = more constructive solutions

45
Q

process loss

A

any aspect of group interation that inhibits good problem solving.
ie. communication issue, leader wasn’t good.

46
Q

what is groupthink

A

kind of thinking in which maintaining group cohesiveness and solidarity is more important than considering the facts. in a realistic manner

47
Q

most informed decision by pooling all information together.

- funny thing about groups

A

groups tend to focus on shared inffo, forget about unique info
avoid: long discussion, assign members to areas of expertise.

48
Q

when is groupthink most likely to occur?

A 
high cohesive
isolated
ruled by direct learder
high stress
poor decision-making procedures.
49
Q

how to avoid groupthink trap

A
  • remain impartial
    seek outside opinions
    create subgroups
    seek anonymous opinions
50
Q

2 theories of leadership

A

great person theory: key personality traits made a good leader. weak only dominance was found

integrative compelxity - indicator of ability to recognize more than 1 perspective on an ssue to be able to integrate these various perspectives

51
Q

2 leadership styles

A

transactional leaders: clear short term goals, reward those who meet.

transformational leaders - focus common, long-term goals. - high job satisfaction, positive attitude.

52
Q

contingency theory of leadership. 2 oriented leaders

A

task-oriented leader

  • good in high control situations. focus on task.
  • good in low control situations: take charge and impose disorder

relationship-oriented leader: feelings & relationships among workers.
- good in moderate control situations.

53
Q

gender and leadership

- stereotypical good leader “traits”

A

agentic - assertive, dominant. usually assoc w male. not female.
- often women get placed in failing position.

Psych 241 (11 decks)

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