******Lecture 9 - Group productivity Flashcards

1
Q

Who came up with Social facilitation? And how?

A

Allport - wanted to see if it was just the mere presence of others, not competition, that imprvove performance. Found that cockroaches run faster when in groups

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2
Q

Who came up with the drive theory of social facilitation?

A

Zajonc (19650

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3
Q

Define the Drive theory of social facilitation?

A
  • presence of others could go either way
  • The presence of others automatically produces arousal, which ’drives’ dominant responses
  • Performance is improved by a ‘correct’ dominant response, but is impaired by an ‘incorrect dominant response’
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4
Q

Who did the study where p’s had to dress in their own/ unfamiliar clothes?

A

Markuus (1978)

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5
Q

Outline Markus (1978)

A

P’s dressed in their own clothes (easy task) or
unfamiliar clothes (difficult task)
They dressed either:
1) Alone
3) With an incidental audience
3) With an attentive audience
Evaluation apprehension (trying to put acrros the best image of ourself) occurred in the easy task: only the attentive audience reduced the time taken to dress
In the difficult task, there was a drive effect, both incidental and attentive audiences increased the time taken to dress

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6
Q

Who did the tug of war study?

A

Ringelmann (2013) - can group size affect performance

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7
Q

outline Ringelmann’s (2013) tug of war study

A
  • As number of people on your tug of war team increased (from 1 – 8) the individuals exertion was reduced
  • When pulling in a group of 8, the exertion was half of when alone
  • Due to coordination loss and motivation loss (I can slack off, no one will know)
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8
Q

Who repeated the tug of war study, this time with real and Psuedo groups?

A

Ingham, Levinger, Graves and peckham (1974)

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9
Q

Describe Ingham, Levinger, Graves and peckham (1974)

A

Also did the rope pulling study
P’s were either in a group with all confederates (pseud-groups or a real group
As group size increased, each person decreased
In psuduo-groups, this was due to motivation loss, reduced effort
In real groups, this was due to coordination loss as well as motivation loss

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10
Q

Who did the clapping, shouting, cheering study looking at social loafing.

A

Latane, Williams and Harkins (1979)

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11
Q

OUtline Latane, Williams and Harkins (1979)

A

P’s were instructed to engage in Shouting, cheering, clapping
Either:
- Alone, or in groups of 2,4 or 6
Also either in Pseudo or real groups
As group size increased, people made less noise
In pseudo-groups, it was due to loss of motivation, in real groups it was motivation and coordination loss

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12
Q

what are the 3 reasons according to Green (1991) that people loaf?

A
  • Output equity (People expect others are slacking/ loafing, so I can too)
  • Evaluation apprehension – people think they’re anonymous
  • Matching to standard – we match behaviour to the perceived standard of the group
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13
Q

Who did that unattractive task vs attractive task?

A

Zaccaro (1984)

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14
Q

Describe the study by Zaccaro (1984)

A
  • P’s either did an unattractive task (paper folding) or an attractive task
  • Task needs to be attractive and meaningful to the person – including if it becomes a competition
  • People tried to compensate (social compensation) for the lack of effort of others, by perfoming more. We work harder to achieve group goals if others arent
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15
Q

What are the 5 ways we make a decision in groups?

A

1) Unanimity (where everyone has to agree)
2) Majority Wins
3) Truth wins
4) 2/3s majority
5) First shift (decision based on first shift of an individual)

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16
Q

What does social decisions also depend on?

A
  • type of task
  • strictness vs less strict (unanimity is a strict rule)
  • Power distribution (is one person in charge?)
17
Q

What is believed to be the most effective group decision method? and why

A

Brainstorming

  • It facilitates creative thinking
  • Groups generate more ideas (say what comes to mind, be non-critical)
18
Q

However who argued that Brainstorming isnt that great?

A

Stoebe & Diehl, (1994)

Found that individauls are no more creative in brainstorming groups than on their own

19
Q

What 4 factors lead to inferior group performance in brainstorming?

A

1) Evaluation apprehension
2) Social Loafing
3) Production matching
4) production blocking (waiting your turn)

20
Q

Who explored the Illusion of group effectivity?

A

Stroebe, Diehl and Abakoumkin (1992)

21
Q

What did Stroebe, Diehl and Abakoumkin (1992) argue about the illusion of group effectivity?

A
  • We are more likely to see group as effective
  • We tend to see ourselves as important contributors, it helps us think about ourselves with positive terms
  • people overestimated how many ideas they had thought of
22
Q

Who did research into the Risky shift? THe study about MR L

A

Kogan and Wallach (1964)

23
Q

Outline Kogan and Wallach (1964)

A
  • Participants were giving advice on risk talking (a choice dilemma) asked group to reach a make a consensus
  • They were told about Mr L, a married 30 year old research psychiatrist
  • Risky choice – spend five years working on a long-term problem of high significance in physics but with no guarantee of success
  • Cautious choice – work on a series of short-term, less important, problems with solutions easier to find
  • Groups tended to recommended the risky alternative more than individuals
24
Q

Who did the opinions of americans study into group polarisation?

A

Muscovici and Zavalloni (1969)

25
Q

Outline Muscovici and Zavalloni (1969)

A
  • P’s were asked to discuss opinions about americans, from -3 (strongly disagree) to +3 (strongly agree)
  • In Pre consensus and post consensus, participatns were alone. When in the consensus condition, they were in a group
  • The number refers to the shift from the midpoint of 0.
  • 3 important issues:
    a) Polarisation “greater when group must commit itself to a given position” – needs consensus

b) Polarisation “as a result of group interaction, is not a function of a majority influence”

c) ““the opinions and judgments expressed by the group consensus will often be adopted by the individuals as their personal opinions” – individual abandon personal opinion + shifts towards extreme position – it is internalised
Links to sheriff – people internalise groups opinions

26
Q

What factors cause polarisation?

A
  • Persuasive arguments and Selective exposure

- Social comparison - people seek social approval and use positions valued in the wider culture

27
Q

How can group polarisation lead to self-categorisation and changes in behaviour?

A
  • I need to think of myself as being in the ingroup, so ill shift my attitudes to match this norm
  • People shift towards group norm, not mean – you also shift away from outgroup
28
Q

Who looked at the Bay of Pigs disaster and Group think?

A

Janis

29
Q

What are the reasons for failure (antecendents) in groupthink?

A
  • Excessive group cohesiveness (over zealous in trying to reach a consensus)
  • Insulation of group from external information and influence
  • Lack of impartial leadership and norms encouraging proper procedures
  • Ideological homogeneity of membership
  • High stress from external threat and task complexity
30
Q

What are the symptoms of Group think?

A
  • Feelings of invulnerability and unanimity
  • Unqestioning belief that the group must be right
  • tendency to ignore/ discredit information contrary to groups position
  • Direct pressure exerted on dissidents to bring them into line
  • Stereotyping of outgroup members
31
Q

What are the issues with janis’ groupthink?

A

X - group cohesiveness needs to be better defined
X - Is it not just a specific instance of risky shift?
X - Not a group process - but a combo of individuals responding under stress>

32
Q

What are the ways of preventing groupthink?

A

Encourage everyone to be a critical evaluator
Leaders shouldn’t state their preferences (of outcome) to start with, because then everyone will just agree
Encourage independent opinions from outside the group, so we can monitor the ingroup
Divide the group into subgroups to encourage critical thinking
Assing the role fo devils advocate:

The Devils advocate (Macdougall & Baum, 1997)

  • Not used rigidly, otherwise it would backfire – too much criticism can prevent productivity/ an important decision
  • Particularly useful in groups of people with differeing status and power positions
  • Can legitimise passion and diversity of views