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Social Behaviour > Groups > Flashcards

Groups Flashcards

Chapter 8 ,9

1
Q

Guess what the fricken audience effect is?

A

The impact the presence of others has on your task performance .

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2
Q

Whats cognitive dissonance?

A

An inner conflict between your attitudes / beliefs and your actions or behaviour.

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3
Q

Cohesiveness

A
  • A group is emotionally binding it’s group members to the group and creating therefor a sense of unity and oneness.
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4
Q

Communication network

A
  • rules in a group that point out how the communication works in a group according to the groups hierarchy.
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5
Q

Coordination loss

A
  • Problems with the coordination of the behaviour in a group leads to worse performance. As a group and individually.
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6
Q

Correspondence bias

A
  • people have the tendency to look at the behaviour of others as it would directly correspond with a deeper underlying attitude of them.
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7
Q

Diffuse status characteristics

A
  • a persons abilities entering a group are not particularly helpful to the group, but are shaped by the outgroup he has been with
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8
Q

Distraction conflict theory

A
  • if other humans are in the room it creates a conflict between fulfilling the task you are doing and interacting with the other humans.
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9
Q

Drive theory

A
  • A theory from a Mr. Zajonc that states that the presence of others gives us the motivation to act in certain patterns of behaviour when being with others.
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10
Q

Entitativity

A
  • property of a group that makes it look like it’s united and coherent and has an own identity.
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11
Q

Why the heck do we need a long word like Ethnomethodology?

A
  • Garfinkel’s theory that a groups hidden norms become visible through the violation of those norms.
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12
Q

Whats the evaluation apprehension model?

A
  • Evaluation apprehension model argues, that humans have learnt to change their behaviour in the presence of others because they have learnt to be evaluated.
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13
Q

Is the expectation states theory according to your expectations?

A
  • The expectation states theory that people get certain roles in groups according to their status and therefor assumed abilities / performances.
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14
Q

Free rider effect ?

A
  • enjoying the membership of a group without any costs
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15
Q

Group

A
  • two or more persons identifying with the same opinions and beliefs. share a definition or themselves, and act according to that definition .
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16
Q

Group socialisation

A
  • dynamic group relationship that describes the process of a member that climbs up a latter of success due to her/ his commitment .
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17
Q

Group structure

A
  • dividing a group into different roles with different status and prestige .
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18
Q

What are initiation rites ?

A
  • painful / embarrassing rites of marking the downgrade of a group member from one role to another.
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19
Q

Whats the mere presence?

A
  • a shitty audience. Only physically present, but not actively responding.
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20
Q

Norms - are there any?

A
  • attitudinal and behavioural unity that define the membership of one group and differentiate it to another.
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21
Q

What is Personal attraction ?

A
  • liking someone because of your individual sympathy towards that person and because of a relationship to that person.
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22
Q

A Process loss?

A
  • the group performance got worse but individual performances stay high.
  • inferences about why this loss is there are being made among all the group members.
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23
Q

The Ringelmann effect ?

A
  • Mr Ringelman discovered, that ones effort he puts in a group shrinks the bigger the group gets.
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24
Q

What Roles do we play?

A
  • different behaviour patterns that differ among the members of group but serve all the group good.
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25
Q

Schism .- no fantasy language but actually?

A
  • dividing a group into its subgroups again and marking that they all have different ideologies and slightly different norms.
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26
Q

Ouuu Social attraction ?

A
  • being attracted to someone because he is in the same group as you are and is an ideal prototype of that group.
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27
Q

Name the different types of leaders that exist ?

A
  • democratic leader - charismatic leadership
  • laissez faire leader
  • autocratic leader
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28
Q

What are the big five personality traits ?

A
  • extraversion , surgency, agreeableness , openness to new experiences, conscientiousness, emotional stability
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29
Q

Contingency theory ? Who needs that?

A
  • theory that states, that the nature of a leadership situation is dependent on the situation the group is in .
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30
Q

cultural values theory

A
  • people take opinions from their group members over concerning certain society relevant positions / topics and adapt them then to the cultural norm to gain approval.
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31
Q

Distributive justice

A
  • how fair the outcome of a decision is .
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32
Q

A Glass Ceiling ? What role does it play here ?

A
  • women cant reach top positions
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33
Q

Great Person theory- what a creative name

A
  • effective leadership is only possible if the leader has certain characteristics.
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34
Q

Group mind - inside ADHD ?

A
  • Mc Dounalls theory that the mindset of people changes in a group quality wise .
35
Q

Group Polarisation

A
  • the decisions that are made in a group are often more extrem than the mean of the group members in the prediscussion .
36
Q

Group value model

A
  • if there is justice in the decision making and the rules in a group, the members feel more valued and identify more with the group.
37
Q

Groupthink- do they really?

A
  • presenting unity in the way that a group approaches a decision . The will to be in unity in the decision making overcomes the will of making a normal rational decision.
38
Q

Idiosyncrasy credit - what a gross word

A
  • allowing a group leader to act selfish, because the group has achieved a goal.
39
Q

Illusion of group effectivity - love it already

A
  • the experience based mindset, that we are better and more effective in a group than alone.
40
Q

Leader- behaviour description questionnaire

A
  • a scale that was developed by the Ohio … Department

- to do research on leadership behaviour and measuring if there is an initial structure or a considered one.

41
Q

Leader categorisation theory

A
  • the schemas we have in our head, that categorize leaders
42
Q

Leader member exchange theory

A
  • a theory after which a good leader arises from good relationships and exchange with the group members.
43
Q

Path–goal theory

A
  • a theory that focuses on how structuring and considering motivate the members of a group .
44
Q

Persuasive arguments theory

A
  • people that get persuaded by new information that add up to the side of the position they initially had get a more extrem opinion.
45
Q

Production blocking

A
  • blocking of an individuals creativity and productiveness because of group brainstorming and interruptions and turn taking.
46
Q

Recency

A
  • the effect of the order of something you present. The latest is always the most effecting.
47
Q

Role congruity theory

A
  • gender gaps in leadership

- because people have stereotypes concerning women in leading positions –> women are poor leader.

48
Q

Situational control

A
  • Fielder classified tasks in order to see how much control a certain task required .
49
Q

Social decisions schemes

A
  • implicit of explicit rules that demonstrate the process from an individuals opinion to the decision of a group.
50
Q

Social dilemma

A
  • short term personal gain>< long-term group gain
51
Q

Least-preferred co-worker (LPC) scale

A
  • Fielders tricky scale of measuring the leadership style according to how much his / her least preferred co- worker him or her likes.
52
Q

Multifactor leadership questionnaire

A
  • most common used scale which measures transactional and transformational leadership.
  • -> leadership that is dominant and doing a lot, and leadership that is rather nondominant.
53
Q

normative decision theory

A
  • in the setting of decision making the leader tries out different leading styles.
54
Q

Social identity theory of leadership

A
  • leadership develops out of given personality traits .

- An explanation of why more prototypical leaders are better than less prototypical

55
Q

Social transition scheme

A
  • on the way to a group decision , the opinions of group members get unified.
56
Q

Status characteristics theory

A

= expectations states theory

the ones that have the right characteristics and a certain status in society get the same status in a group.

57
Q

Stereotype threat

A
  • we will be judged and threatened according to the stereotypes that have been formed about us
  • we will also act just like the stereotype predicts.
58
Q

Transactional leadership

A
  • A style of leadership that focuses on the exchange of resources between leader and group member.
59
Q

Transactive memory

A
  • group members share a memory on who in the group knows what and remembers what.
60
Q

vertical dyad linkage (vDL) model

A
  • an early theory describing the leader member relationship
  • it contains two ways which are distinguished from each other . the relation between the leader and a member can either be like with him and an ingroup member or with the leader and an outgroup member.
61
Q

Relational model of authority in groups

A
  • Tylers approach to how effective authority really is in the face of fairness and justice in a group.
62
Q

What are the seven definitions of David and Frank Johnson?

A

1 a collection of individuals who are interacting with one another;

2 a social unit of two or more individuals who perceive themselves as belonging to a group;

3 a collection of individuals who are interdependent;

4 a collection of individuals who join together to achieve a goal;

5 a collection of individuals who are trying to satisfy a need through their joint association;

6 a collection of individuals whose interactions are structured by a set of roles and norms;

7 a collection of individuals who influence each other.

63
Q

Least preferred co worker scale

A
  • asking the leader on how he likes the co worker
  • if he appreciates his work- he scores high which means he is relationship oriented
  • if he scores low he is more task oriented
64
Q

Individualistic def group

Collectivistic definition

A
  • ind. people behave as they would do on their own

- col. there are specific social processes we underlie when being in a group.

65
Q

Common bond

Common identity groups

A
  • common bond –> members are very good with each other

- common identity group–> members connect to the group itself and to the identity that comes with it .

66
Q

Drive theory –> habitual patterns itensify in front of an audience

A
  • when we have to perform infront of others we tend to intensify the patterns we already have
  • -> if we play a song well we play it even better in public, but mistakes become also worse.
67
Q

Social facilitation

A
  • the effect an audience has on your performance
  • -> good - better
  • -> bad - worse
68
Q

Attentional consequences

A
  • thinks that take a lot of attention from us , are usually really distracting
  • things that don’t take a lot of attention can be done while we are doing something else.
69
Q

Reasons for loafing

A
  • apprehension evaluation
  • matching standard
  • output equity
70
Q

Diffused expectation model<> expectations state theory

A
  • expectation state theory: we expect of a member of a group to act according to his/ her role.
  • diffused expectation model: we think of someone that has a certain status in society to take this status in the group as well although we know nothing about his abilities.
71
Q

Function of roles in a group

A
  • to create a communication network - set rules on how things are communicated in a group
  • to be able to identify with the group- have a definition of one self
  • how information is stored.
72
Q

Core members

Marginal members

A
  • Core member are the ones putting the most effort and commitment into a group.
  • marginal members are the ones rather free riding and putting a minimal amount of work in their membership.
73
Q

Whats the difference between a subgroup and a Schism?

A
  • Subgroup emerges naturally and not due to different ideologies / norms. Fe. PBL is a subgroup to the Psychology Students
  • Schism is a intentionally created subgroup due to different ideologies , opinions on things.
74
Q

How do we deviate from a group ?

A
  • subjective group dynamics
  • -> if we deviate towards another group we are treated worse af if we would be treated when just deviating from the group in a so far undefined direction.
75
Q

Aspects that define whether someone is a leader is or not

A
  • Personality type ( Big five)
  • Social identity theory
  • correspondence bias
  • Role congruity model - glass ceiling, gender gap
76
Q

Explained variation is important in checking whether the correlation is significant

A
  • explained variation = r squared
77
Q

Dark triad

A

—> being a great leader by being a manipulativ narcistic and deceiving leader in order to lead.
( Machiavellianism, Narcissism , Manipulation)

78
Q

What does Fiedlers measurement concerning leadership say about leaders and situational control or leaders without situational control?

A
  • a high LPC = socioemotional leadership
  • a low LPC = task oriented leadership
  • in the extremes a task oriented leader is the calmer head.
  • in between the extremes it goes better with a relationship oriented leader
79
Q

Idiosyncrasy credit

A

–> getting credit for achieving goals

80
Q

Key components of transformational leadership

A
  • individualised consideration- leaving space for your followers to consider themselves what would be the best decision.
  • intellectual stimulation: giving challenging intellectual stimulation
  • charismatic / inspiring leadership .
81
Q

Leader categorization theory

A

–> we prefer a leader that fits to our schemas

82
Q

Decision making in groups

A
  • task categorisation into
  • judgemental tasks –> majority wins rule
  • intellective tasks –> truth wins rule
  • Group polarisation is a problem when it comes to decision making in a group . = social transition scheme
83
Q

Intergroup leadership

A
  • the group is defined as being different to another group

- challenge is to create a strong unity in your group so that it can differentiate itself clearly from other groups.

Social Behaviour (11 decks)

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