Ch. 9 - Groups Flashcards

Groups (55 cards)

1
Q

what a group consists of and why they exist

A
  • 2 or more people (most are 3-6)
  • to serve a common goal or purpose
  • groups influence each other, and we tend to group up with people who are like us
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2
Q

important functions of the group

A
  • they define who we are
  • they enforce social norms (can be group-specific)
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3
Q

social norms within groups and what occurs if they are violated

A

norms = how we SHOULD act within the group
if violated, we can be exiled from the group and its members

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4
Q

social roles in groups

A

allow people to be leaders, serve specific functions, perform well and be influential

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5
Q

appearing too dedicated when you are not to the group causes what

A

fraud or covering up mistakes because you are in over your head

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6
Q

group cohesiveness

A

qualities of a group that binds the members together and promotes mutual liking

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7
Q

what occurs if a group has been formed for social reasons

A

it is more cohesive

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8
Q

what occurs if a group has been formed due to work

A

it is less likely to be cohesive; but it can increase

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9
Q

group cohesiveness

A

people tend to like being in groups where everyone is similar to them
encourages similarity
we gravitate toward groups before we join them if we are like them

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10
Q

mcleod, lobel, and cox (1996) diversity study results

A

showed that people rated their groups better when they were all the same race
however, the diverse group was able to produce better work within the study

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11
Q

zajonc (196) cockroach study results

A

example of social facilitation
The cockroaches performed worse when a crowd of other cockroaches was looking at the one completing the task and the task was hard, and they performed well when the task was easy

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12
Q

social facilitation

A

we perform well on simple tasks when others are around and our individual performance is being evaluated, and worse on difficult ones when others are around our individual performance is being evaluated

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13
Q

why does social facilitation occur?

A
  • having others around increases arousal
  • we are concerned as to how we are being perceived (being tested)
  • we are being distracted
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14
Q

social loafing

A

when other people are present, we do not experience arousal when completing a task if our individual performance is being evaluated

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15
Q

why does social loafing occur

A
  • we don’t care if we do well or not because it is not being evaluated
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16
Q

when are we more likely to engage in social loafing

A

when we expect to work together with those who belong to a different culture than our own

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17
Q

in what cultures is social loafing more likely to appear in and why

A

western– because they have an independent view of the self

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18
Q

relational interdependence

A

tendency to focus on and care about your individual relationships with others
- women have a higher relational interdependence

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19
Q

deindividuation

A

diminishment of normal behavioral rules when people are not able to be identified
- occurs a lot online because we can hide behind a screen

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20
Q

what are the effects of deindividuation

A
  • makes people feel less accountable for their actions (they are anonymous)
  • increases obedience to group norms (people act more in line with group norms when they are deindividuated)
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21
Q

process loss and what it causes

A

any aspect of group interaction that inhibits good problem solving
- causes communication problems –> groups may not try hard enough to find out who is the most fit for the problem at hand, and instead let incompetent people take the lead

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22
Q

what groups focus on in communication

A

knowledge that is collectively shared between the members
- can lead to some members being left out of relevant information since it may be assumed that they already know

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23
Q

unique information in group discussion

A

more likely to show up later in discussions because it is not exactly in line with what a group would normally share

24
Q

transactive information

A

when the combined memory of a group is more efficient than the memory of individual members
- instead, have everyone in the group specialize in one type of knowledge and bring it to the group to combine knowledge

25
group think
a process in which group cohesiveness is maintained through decision making by following what the leader believes is best, even if that is not the case
26
when is group think more likely to occur
when the group is highly cohesive when the group does not share contrary opinions to the one that the leader believes is correct when the group is ruled by a distinctive leader
27
effects of groupthink
the group can begin to believe that whatever they do is right and just, making it extremely difficult for anyone to speak out against the group creates an illusion of unaminity (looks like everyone in the group agrees with each other when that is not the case)
28
symptoms of groupthink
- they think they have good morals - stereotyped view of out-groups - people don't voice differing opinions within the group - members do not always agree even if it seems like they do
29
consequences of groupthink
- failure to recognize all outcomes and risks within their decision - they only rely on information that supports their viewpoint - they are overly confident in their decision, meaning they don't consider anything else as a backup plan - creates a bad decision-making process
30
how to minimize groupthink
- the leader should remain impartial (Not set on one side) - the group should seek outside opinions - create subgroups to express ideas (creates decision diversity) - seek anonomyous opinions
31
group polarization
tendency for groups to make decisions that are more extreme than the initial inclination, usually groups are unaware of this
32
why does group polarization occur
being exposed to persuasive arguments social comparison to your opinion and others in the group
33
great person theory
maintaining key personality traits that embody a good leader despite challenges - does not correlate to leadership effectiveness
34
what are the common traits seen in a "great person"
intelligence extraversion charisma openness to new experiences confidence assertiveness
35
transactional leaders
set clear and short-term goals, rewarding those who meet the goals - no specific personality traits
36
transformational leader
focus on common, long-term goals, thinking outside of the box - no specific personality traits
37
contingency theory of leadership
Leadership effectiveness depends on how task-oriented or relationship-oriented the leader is - how much control and influence the leader has over the group
38
task-oriented leaders and when they thrive
concerned with getting the job done over anything else - thrives in high-control work situations
39
relationship oriented leaders and when they thrive
concerned with workers' feelings and relationships more than anything - best in moderate-control work situations by influencing people to get work done by maintaining positive relations among coworkers
40
social dilemma
a conflict in which the most beneficial action will be harmful to everyone involved
41
tit-for-tat
encourages cooperation by first acting in a cooperative manners, but then matching the other person's energy successful in getting the other person to respond with a trusting response
42
negotiation
form of communication where two opposing sides want something, and they are willing to go back and forth making counteroffers trying to get closer to what they want without losing too much of what they currently have
43
cons of negotiation
many people believe that one person will come out on top-- this is not the case
44
integrative solution to negotiation
an outcome in which both parties make trade offs that align with their respective interests that are associated with the negotiation--that way they are not "giving" too much, and they are receiving something out of the negotiation
45
cons of using an integrative solution
it takes time and effort to achieve, and most people don't believe they can reach this consensus
46
pros to using an integrative solution
usually available in negotiations and is a positive outcome for both
47
Stanford Prison Experiment (1973) Haney, Banks & Zimbardo summary
- chose participants to be either a guard or prisoner and told them to act within this role - study had to end after a week because Zimbardo began to take it too far - people took their roles very seriously and some people had to leave the study early
48
implications of the stanford prison experiment
- there was no description given to the public as to how the guards were trained prior - participants were given instructions that influenced the way they acted (skewing the study toward a given outcome rather than letting it happen naturally)
49
demand characteristics
people in a study will change the way they behave to match what the researcher wants them to act like
50
triplett (1898) first social psychology study summary and results
- example of social facilitation - people were told to perform a task that they were trained in within the presence of others, and they performed well at it shows that other people influence the way we perform at a given task
51
dominant response if a task is easy according to social facilitation
success
52
dominant response if a task is hard according to social facilitation
failure
53
mere presence effect
we are biologically wired to become aroused when around other people of the same species
54
evaluation apprehension
we want to avoid embarrassment or negative perception when performing a task in front of other people
55
distraction and how we can get better at being focused
- The presence of others causes our attention to become conflicted among too many things to attend to at once, and it overloads us, thus affecting our performance - we can get better at performing tasks while other people are watching if we do repitition