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 .
2
Q
Whats cognitive dissonance?
A
An inner conflict between your attitudes / beliefs and your actions or behaviour.
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.
4
Q
Communication network
A
- rules in a group that point out how the communication works in a group according to the groups hierarchy.
5
Q
Coordination loss
A
- Problems with the coordination of the behaviour in a group leads to worse performance. As a group and individually.
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.
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
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.
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.
10
Q
Entitativity
A
- property of a group that makes it look like it’s united and coherent and has an own identity.
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.
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.
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.
14
Q
Free rider effect ?
A
- enjoying the membership of a group without any costs
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 .
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 .
17
Q
Group structure
A
- dividing a group into different roles with different status and prestige .
18
Q
What are initiation rites ?
A
- painful / embarrassing rites of marking the downgrade of a group member from one role to another.
19
Q
Whats the mere presence?
A
- a shitty audience. Only physically present, but not actively responding.
20
Q
Norms - are there any?
A
- attitudinal and behavioural unity that define the membership of one group and differentiate it to another.
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.
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.
23
Q
The Ringelmann effect ?
A
- Mr Ringelman discovered, that ones effort he puts in a group shrinks the bigger the group gets.
24
Q
What Roles do we play?
A
- different behaviour patterns that differ among the members of group but serve all the group good.
25
Schism .- no fantasy language but actually?
- dividing a group into its subgroups again and marking that they all have different ideologies and slightly different norms.
26
Ouuu Social attraction ?
- being attracted to someone because he is in the same group as you are and is an ideal prototype of that group.
27
Name the different types of leaders that exist ?
- democratic leader - charismatic leadership
- laissez faire leader
- autocratic leader
28
What are the big five personality traits ?
- extraversion , surgency, agreeableness , openness to new experiences, conscientiousness, emotional stability
29
Contingency theory ? Who needs that?
- theory that states, that the nature of a leadership situation is dependent on the situation the group is in .
30
cultural values theory
- 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.
31
Distributive justice
- how fair the outcome of a decision is .
32
A Glass Ceiling ? What role does it play here ?
- women cant reach top positions
33
Great Person theory- what a creative name
- effective leadership is only possible if the leader has certain characteristics.
34
Group mind - inside ADHD ?
- Mc Dounalls theory that the mindset of people changes in a group quality wise .
35
Group Polarisation
- the decisions that are made in a group are often more extrem than the mean of the group members in the prediscussion .
36
Group value model
- 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
Groupthink- do they really?
- 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
Idiosyncrasy credit - what a gross word
- allowing a group leader to act selfish, because the group has achieved a goal.
39
Illusion of group effectivity - love it already
- the experience based mindset, that we are better and more effective in a group than alone.
40
Leader- behaviour description questionnaire
- 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
Leader categorisation theory
- the schemas we have in our head, that categorize leaders
42
Leader member exchange theory
- a theory after which a good leader arises from good relationships and exchange with the group members.
43
Path–goal theory
- a theory that focuses on how structuring and considering motivate the members of a group .
44
Persuasive arguments theory
- 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
Production blocking
- blocking of an individuals creativity and productiveness because of group brainstorming and interruptions and turn taking.
46
Recency
- the effect of the order of something you present. The latest is always the most effecting.
47
Role congruity theory
- gender gaps in leadership
| - because people have stereotypes concerning women in leading positions --> women are poor leader.
48
Situational control
- Fielder classified tasks in order to see how much control a certain task required .
49
Social decisions schemes
- implicit of explicit rules that demonstrate the process from an individuals opinion to the decision of a group.
50
Social dilemma
- short term personal gain>< long-term group gain
51
Least-preferred co-worker (LPC) scale
- Fielders tricky scale of measuring the leadership style according to how much his / her least preferred co- worker him or her likes.
52
Multifactor leadership questionnaire
- 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
normative decision theory
- in the setting of decision making the leader tries out different leading styles.
54
Social identity theory of leadership
- leadership develops out of given personality traits .
| - An explanation of why more prototypical leaders are better than less prototypical
55
Social transition scheme
- on the way to a group decision , the opinions of group members get unified.
56
Status characteristics theory
= expectations states theory
| the ones that have the right characteristics and a certain status in society get the same status in a group.
57
Stereotype threat
- 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
Transactional leadership
- A style of leadership that focuses on the exchange of resources between leader and group member.
59
Transactive memory
- group members share a memory on who in the group knows what and remembers what.
60
vertical dyad linkage (vDL) model
- 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
Relational model of authority in groups
- Tylers approach to how effective authority really is in the face of fairness and justice in a group.
62
What are the seven definitions of David and Frank Johnson?
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
Least preferred co worker scale
- 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
Individualistic def group
| Collectivistic definition
- ind. people behave as they would do on their own
| - col. there are specific social processes we underlie when being in a group.
65
Common bond
| Common identity groups
- 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
Drive theory --> habitual patterns itensify in front of an audience
- 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
Social facilitation
- the effect an audience has on your performance
- -> good - better
- -> bad - worse
68
Attentional consequences
- 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
Reasons for loafing
- apprehension evaluation
- matching standard
- output equity
70
Diffused expectation model<> expectations state theory
- 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
Function of roles in a group
- 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
Core members
| Marginal members
- 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
Whats the difference between a subgroup and a Schism?
- 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
How do we deviate from a group ?
- 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
Aspects that define whether someone is a leader is or not
- Personality type ( Big five)
- Social identity theory
- correspondence bias
- Role congruity model - glass ceiling, gender gap
76
Explained variation is important in checking whether the correlation is significant
- explained variation = r squared
77
Dark triad
---> being a great leader by being a manipulativ narcistic and deceiving leader in order to lead.
( Machiavellianism, Narcissism , Manipulation)
78
What does Fiedlers measurement concerning leadership say about leaders and situational control or leaders without situational control?
- 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
Idiosyncrasy credit
--> getting credit for achieving goals
80
Key components of transformational leadership
- 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
Leader categorization theory
--> we prefer a leader that fits to our schemas
82
Decision making in groups
- 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
Intergroup leadership
- 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.
