Download - Group processes lecture social psychology
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Group Processes
•Fundamentals of Groups
•Individuals & Groups
•Group Performance
•Conflict
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• I Fundamentals of Groups
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Group- two or more people, who for longer than a few moments, interact and influence one another and perceive one another as “us”.
Collectives & assemblages- gym membership, etc…
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Joining Groups
• Meet the demands of life.
• Innate social need (social brain hypothesis)
• Personal & social identity
• Fear of isolation (being alone)
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• Tuckman’s Stages of Group Development (1965)
1. Forming- members get to know each other.
2. Storming- Members try to shape the group to fit their personal needs.
3. Norming- Members attempt to reconcile and compromise
4. Performing- members adopt their assigned roles & try to carry those roles out.
5. Adjourning- Members distance themselves from the group when the group costs more than the benefits that are yielded.
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• Roles- set of expected behaviors.
• Formal or informal
The more ambiguous one’s role, the worse one’s performance (Lu et al., 2008)
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• Abillities & Roles (Woolley, 2007)• Participants work in 2 person teams.• One member works on an object identification task, the other on
a sptial relationship task.• Three teams: Homogenous, Incongruent, congruent.• Homogenous team- two individuals both good at the same task.• Incongruent team- two people, both good at the other person’s
task.• Congruent team- two members, both matched roles to strengths• Congruent teams performed significantly better.
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• Norms- rules of conduct for members
• Formal or informal
• A group norm for individualism can be formed, resulting in members who conform to the norm of not conforming (McAuliffe, 2003).
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• Cohesiveness- feelings of intimacy, unity, and commitment to group goals that brings group members together.
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• Mullen & Cooper (1994) found stronger evidence that performance affects cohesiveness than cohesiveness affects performance. We more often bond because we win, not win because we bond.
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• Culture (collectivist/individualist)• Nibler & Harris (2003)• 5, 2 person groups, strangers, 1 from China &
1from US.• Asked to rank 15 items to be taken on a
lifeboat.• CONFLICT & DISAGREEMENT• China/US disagreement interfered with group
performance.• US/US groups, viewed as debate & freedom
of expression.
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• II Individuals in Groups
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• Social Facilitation- presence of others enhances performance on easy tasks, but impairs performance on difficult tasks.
• Triplett (1897) bicycle racing.
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• Robert Zajonc (1965) on individual performance within a group:
• Presence of others creates arousal.
• Arousal decreases performance on tasks that one is not excellent at & increases performance on tasks that one is excellent at.
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• People relate to TV characters.
• Knowles (2008) People demonstrated social facilitation with a photo of their favorite TV character present.
• Catrambone (2007) demonstrated social facilitation with virtual person.
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Other theories of Social Facilitation• Mere Presence Theory- mere presence of
another.• Evaluation apprehension theory- social
facilitation only occurs when being judged.• Distraction-Conflict theory- social facilitation
effects only present if interference & distraction from evaluator.
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• Social Loafing- A group produced reduction in individual output on tasks where contributions are pooled.
• 1880s Ringelmann (France) found that farm production decreased when working in groups.
• Ingham (1974) in a rope pulling task, subjects pulled 20% harder when they thought they were alone.
• Latané (1979) social loafing term originators: people cheered & clapped louder if the were the only fan at an event.
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How to reduce social loafing.People believe their performance is identifiable.
Task is important to the individual.
Group anticipates punishment for poor performance.
Small group.
High group cohesiveness.
CYBERLOAFING- personal web-surfing at work.
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• Collective Effort Model
People will put forth an effort to the degree that they feel their effort is important.
(Karau & Williams, 2001)
Sucker Effect -people put in less effort when they see others loafing.
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Culture & Social Loafing
Universal but less common in collectivist cultures.
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Deindividuation Loss of a sense of individuality and reduction of
normal constraints on behavior. (Festinger, 1952)
Zimbardo (1969) reduced feelings of responsibility when in a group. ARROUSAL+ANONYMITY= REDUCED SENSE OF RESPONSIBILITY
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Prentice-Dunn & Rogers (1983)
Two cues for deviant behavior:
Accountability cues
Attentional cues
If accountability is low & attention is on something other than self, mob mentality occurs.
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Diener & Beaman (1976)
Trick or treaters asked name & address.
Or
Trick or treaters anonymous.
Invited to take 1 item from a bowl.
Group + anonymous = 50% took more than 1 treat.
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Social identity model of deindividuation effects (SIDE)-
Model describing the process of shifting from “I” to “we”.
Can result in good or bad.
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• III Group Performance
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Process loss- reduction in group performance due to group processes, dynamics, or structure (Steiner, 1972).
Additive task- performance sum of all.Conjunctive task -worst performing
individual.Disjunctive task - assessed on best
performing group member.
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Brainstorming
• Attempts to increase performance by increasing members of a team (two heads are better than one).
• (Osborn, 1953)• Express all ideas• More is better• All ideas belong to the group• No good or bad ideas
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Brainstorming Problems & Solutions
1. Production blocking- waiting turn, forget or lose idea. - write down ideas.
2. Free riding- let others do the thinking- keep track of each members input.
3. Evaluation apprehension- fear of ridicule for ideas - anonymous idea suggestion.
4. performance matching- work only as hard as others work. - share other’s ideas with the group to motivate.
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Group Polarization
• Majority idea highjack the meeting. Initial majority attitudes determine ideas & outcomes that are supported or rejected by the group.
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Groupthink
• The desire to agree & have a good feeling in the group leads to agreeing on mediocre ideas.
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Escalation Effects
• Becoming more committed to a failling idea to justify the resources already invested in it.
• “Saving face” by “staying the course”.
• The honor of commitment & sticking to one’s ideals.
• Foolish consistency.
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