Lecture 09 Group Processes Flashcards

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1
Q

Group

A

Dyads
- 2 or more people
- Interact
- Interdependent
- Needs and goals cause them to influence each other

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2
Q

Why do people join groups?

A
  • Completing tasks that are more difficult alone
  • Satisfying basic, innate needs: Need to belong
  • A need to be distinctive from outgroup
  • Groups also help us define who we are
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3
Q

Groups help us define who we are by…

A
  1. Reducing confusion and ambiguity in our social world
  2. Shaping our understanding of the world and our place in it
  3. Establishing social norms, which are explicit or implicit rules
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4
Q

Group Composition and Functions

A
  1. Social norms
  2. Social roles
  3. Group cohesiveness
  4. Group diversity
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5
Q

Social Norms

A

A group’s implicit (and explicit) rules for acceptable beliefs, values, and behaviors
- Violating norms: pressured to
change their behavior, avoided, and leave a group

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6
Q

Social Roles

A

Shared expectations about how particular group members are supposed to behave
- More specific than social norms
- Make social situations more predictable
- Follow a set of clear, well-defined roles, they tend to be satisfied and perform well
- e.g. Stanford prison experiment

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7
Q

Stanford Prison Experiment Criticism

A
  • Expectation Effect: Participants may have determined the purpose of the study played their role in the manner they thought was expected
  • Researcher effect: One of the researchers played the role of prison warden and may have encouraged the behavior of the students
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8
Q

Group Cohesiveness

A

Qualities of a group that bind (connect) members together and promote mutual liking
- High cohesiveness, less likely to
leave, participate more in group activities, and recruit new members

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9
Q

Disadvantages of Cohesiveness

A
  • If group focus on problem-solving function
  • Cohesiveness interferes with task performance when relationships become more important
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10
Q

Practice question: Social Roles

A

Zimbardo’s study is one of the most famous and controversial studies in the history of psychology.
- Do you find the study convincing?
- Why or why not?

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11
Q

Group Effects on Individual Performance

A
  • Social facilitation
  • Social loafing
  • Gender and cultural differences in social loafing
  • Deindividuation
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12
Q

Social Facilitation

A

The effects of the mere presence
- A situation without opportunities for interaction
- Simple: improves performance
- Complex: perform worse
- Arousal

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13
Q

Why does the presence of others causes arousal?

A
  1. Alertness: Others are less predictable than objects
  2. Evaluation apprehension: When others can see us, they can evaluate us -> Anxiety
  3. Distraction: Divided attention -> arousal -> social facilitation
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14
Q

Social Loafing

A

Relax when they are in the presence of others and cannot be individually evaluated for their performance
- Simple: reduce performance
- Complex: improve performance
- Men
- Western
- Different cultures: expect less cooperation from dissimilar others

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15
Q

Social Facilitation Model

A
  1. Presence of Other
  2. Can be evaluated
  3. Alertness + Evaluation apprehension + Distraction
  4. Arousal
  5. Simple: enhanced performance
    Complex: impaired performance
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16
Q

Social Loafing Model

A
  1. Presence of Other
  2. Cannot be evaluated
  3. No evaluation apprehension
  4. Relaxation
  5. Simple: impaired performance
    Complex: enhanced performance
17
Q

Deindividuation

A

The loosening of normal constraints on behavior when people cannot be identified
- exhibit behaviors that they would never exhibit when they are identifiable
- reduces accountability
- increases obedience to group norms > societal norms
+ create spaces for safe, honest, and open discussion

18
Q

Making Decisions as Groups

A
  • Members freely contribute independent opinions from a variety of viewpoints
  • Members are motivated to search for the best answer for the entire group, not themselves
  • Relying on members’ unique areas of expertise
19
Q

Process Loss

A

Group interaction that inhibits (interferes with) good problem solving
- Groups fail to identify the most competent members and instead rely on people who know less or have no
idea what they are talking about
- The most competent group members find it difficult to
disagree with the rest of the group.
- Communication problems, including failure to listen or allowing one person to dominate discussion

20
Q

Causes of Process Loss

A
  1. Failure to share unique information
  2. Groupthink
21
Q

Antecedents of Groupthink

A
  • High cohesiveness
  • Group isolation
  • A directive leader
  • High stress
  • Poor decision making process: no alternative viewpoints
22
Q

Symptoms of Groupthink

A
  • Illusion of Invulnerability: can do no wrong
  • Belief in the moral correctness of the group
  • Stereotype
  • Self-censorship
  • Pressure to conform
  • Illusion of Unanimity: everyone agrees
  • Mindguards: protect leaders from contrary viewpoints
23
Q

Consequences of Groupthink

A
  • Unable to consider possibility
  • Fail to examine the own way
  • Rely only the own way
  • No plan B
24
Q

Reducing Groupthink

A
  • Being impartial: unbiased
  • Seeking outside opinions
  • Creating subgroups -> different recommendations
  • Seeking anonymous opinions: No fear
25
Q

Group Polarization

A

Enhance the initial inclinations of group members
- The change is toward greater risk if people’s initial tendency is to be risky
- The change is toward greater caution if people initially tend toward caution
- members are usually not aware of that group polarization

26
Q

Causes of Group Polarization

A
  1. Additional persuasive arguments: additional arguments supporting the group’s initial recommendation
  2. Social comparisons: Checking how others are feeling and lean strongly in that direction
27
Q

Social Media on Political Polarization

A
  • Engaging in emotional content that is consistent with their opinion, so companies like Facebook expose people to content that fits their existing opinions to increase profits.
  • People become more convinced that they are correct and that others agree with their views.