Title: Social Psychology
1Social Psychology
6th edition
- Elliot Aronson
- University of California, Santa Cruz
- Timothy D. Wilson
- University of Virginia
- Robin M. Akert
- Wellesley College
- slides by Travis Langley
- Henderson State University
2Chapter 9
- Group Processes
- Influence in Social Groups
The only sin which we never forgive in each
other is difference of opinion. Ralph Waldo
Emerson Society and Solitude, 1870
3- Image ID 38625, Published in The New Yorker
April 23, 1979
4What Is a Group?
- Group
- Two or more people who interact and are
interdependent in the sense that their needs and
goals cause them to influence each other.
Source of image Microsoft Office Online.
5Why Do People Join Groups?
- Groups have a number of other benefits
- Other people can be an important source of
information, helping us resolve ambiguity about
the nature of the social world. - Groups become an important part of our identity,
helping us define who we are. - Groups also help establish social norms.
6The Composition and Functions of Groups
- Most groups have 2 to 6 members.
- This is due in part to our definition of groups
as involving interaction between members. - If groups become too large, you cannot interact
with all the members. - Group members tend to be alike in age, sex,
beliefs, and opinions.
7The Composition and Functions of Groups
- There are two reasons for the homogeneity of
groups - Many groups tend to attract people who are
already similar before they join. - Groups tend to operate in ways that encourage
similarity in the members.
8Social Norms
- Social Roles
- Shared expectations in a group about how
particular people are supposed to behave.
Source of image Microsoft Office Online.
9Social Norms
- Social Roles
- Shared expectations in a group about how
particular people are supposed to behave.
There are potential costs to social roles. For
one thing, people can get so far into a role that
their personal identities and personalities get
lost.
Source of image Microsoft Office Online.
10Zimbardos Prison Simulation
- Zimbardo and colleagues randomly assigned male
volunteers to play the roles or either guards or
prisoners in a 2-week prison simulation
experiment.
The students quickly assumed these rolesto such
an extent that the researchers ended the
experiment after only 6 days.
Source of image Microsoft Office Online.
11Zimbardos Prison Simulation
- Zimbardo and colleagues randomly assigned male
volunteers to play the roles or either guards or
prisoners in a 2-week prison simulation
experiment.
The students quickly assumed these rolesto such
an extent that the researchers ended the
experiment after only 6 days.
Many of the guards became quite abusive, thinking
of creative ways of verbally harassing and
humiliating the prisoners. The prisoners became
passive, helpless, and withdrawn.
Source of image Microsoft Office Online.
12Prison Abuse at Abu Ghraib
- In 2004, it came to light that American military
guards had been abusing prisoners in Abu Ghraib,
a prison in Iraq. - A report written by U. S. Major General Taguba,
who investigated the claims of abuse, documented
numerous cases of physical beatings, sexual
abuse, and psychological humiliation. - The American public was shocked by pictures of U.
S. soldiers smiling as they stood in front of
naked Iraqi prisoners, as if they were posing in
front of local landmarks for the folks back home.
13Prison Abuse at Abu Ghraib
- Did a few bad apples happen to end up in the unit
guarding the prisoners? - What's bad is the barrel, Zimbardo argued.
The military guards at Abu Ghraib were under
tremendous stress, had received little
supervision, and were asked to set their own
rules for interrogation.
Source of image Microsoft Office Online.
14Prison Abuse at Abu Ghraib
- Did a few bad apples happen to end up in the unit
guarding the prisoners? - What's bad is the barrel, Zimbardo argued.
This is not to say that the soldiers should be
completely excused for their actions. The abuse
came to light when one of the guards reported
what was happening, and as in Zimbardos study,
there were some guards who treated the prisoners
well.
The military guards at Abu Ghraib were under
tremendous stress, had received little
supervision, and were asked to set their own
rules for interrogation.
15Gender Roles
- All societies have expectations about how people
who occupy the roles of women and men should
behave.
Source of images Microsoft Office Online.
16Gender Roles
- Changing roles cause conflict.
- They can even affect our personalities.
Source of images Microsoft Office Online.
17- Womens ratings of assertiveness have mirrored
societal trends - As womens role in the United States changed from
independent to dependent, their ratings of
assertiveness dropped. - Then, as they became more independent, their
ratings of assertiveness increased.
18Group Cohesiveness
- Group Cohesiveness
- Qualities of a group that bind members together
and promote liking between members.
19Group Cohesiveness
- Group Cohesiveness
- Qualities of a group that bind members together
and promote liking between members.
- The more cohesive a group is, the more its
members are likely to - Stay in the group,
- Take part in group activities, and
- Try to recruit new like-minded members.
20Group Cohesiveness
- If a task requires close cooperation between the
group members, such as a football team executing
a difficult play, cohesiveness helps performance. - If maintaining good relations among group members
seems more important than finding good solutions
to a problem, however, cohesiveness can get in
the way of optimal performance.
Source of image Microsoft Office Online.
21Groups and Individuals Behavior
- Do you act differently when other people are
around? - Simply being in the presence of other people can
have a variety of interesting effects on our
behavior.
Source of image Microsoft Office Online.
22Social Facilitation When the Presence of Others
Energizes Us
- Social Facilitation
- The tendency for people to do better on simple
tasks and worse on complex tasks when they are in
the presence of others and their individual
performance can be evaluated.
Source of image Microsoft Office Online.
23Social Facilitation When the Presence of Others
Energizes Us
- The presence of others can mean one of two
things - (1) Performing a task with co-workers who are
doing the same thing you are, or - (2) Performing a task in front of an audience
that is not doing anything but observing you.
24Social Facilitation When the Presence of Others
Energizes Us
- Dozens of studies have been done on the effects
of the mere presence of other people, involving
human beings as well as other species, such as
ants and birds. - The findings of these studies are remarkably
consistent - As long as the task is a relatively simple,
well-learned oneas escaping a light is for
cockroachesthe mere presence of others improves
performance.
25Social Facilitation When the Presence of Others
Energizes Us
- In one of the first social psychology experiments
ever done, Norman Triplett (1898) asked children
to wind up fishing line on a reel, either by
themselves or in the presence of other children. - They did so faster when in the presence of other
children than when by themselves.
Source of image Microsoft Office Online.
26Simple versus Difficult Tasks
- When working on a more difficult task, however,
the opposite pattern of results often occurs - A task can take longer to solve or perform when
others are present than when performing alone. - Many studies have found that people and animals
do worse in the presence of others when the task
is difficult.
27Arousal and the Dominant Response
- In an influential article, Robert Zajonc (1965)
offered an elegant theoretical explanation for
why the presence of others facilitates a
well-learned response but inhibits a less
practiced or new response. - The presence of others increases physiological
arousal (i.e., our bodies become more energized). - When such arousal exists, it is easier to do
something that is simple but harder to do
something complex or learn something new.
28Arousal and the Dominant Response
- In an influential article, Robert Zajonc (1965)
offered an elegant theoretical explanation for
why the presence of others facilitates a
well-learned response but inhibits a less
practiced or new response. - The presence of others increases physiological
arousal (i.e., our bodies become more energized). - When such arousal exists, it is easier to do
something that is simple but harder to do
something complex or learn something new.
This phenomenon became known as social
facilitation The tendency to do better on
simple tasks and worse on complex tasks when are
in the presence of others and when individual
performance can be evaluated.
29Why the Presence of OthersCauses Arousal
- Researchers have developed three theories to
explain the role of arousal in social
facilitation - Other people cause us to become particularly
alert and vigilant. - They make us apprehensive about how were being
evaluated. - They distract us from the task at hand.
30Why the Presence of OthersCauses Arousal
- Other people cause us to become particularly
alert and vigilant. - Because other people can be unpredictable, we are
in a state of greater alertness in their
presence. - This alertness, or vigilance, causes mild
arousal.
31Why the Presence of OthersCauses Arousal
- They make us apprehensive about how were being
evaluated. - When other people can see how you are doing, you
feel like they are evaluating you. - Evaluation apprehension can cause mild arousal.
32Why the Presence of OthersCauses Arousal
- They distract us from the task at hand.
- Divided attention produces arousal, as any parent
knows who has ever tried to read the newspaper
while his or her 2-year-old clamors for
attention. - Consistent with this interpretation, nonsocial
sources of distraction, such as a flashing light,
cause the same kinds of social facilitation
effects as the presence of other people.
33Social Loafing When the Presence of Others
Relaxes Us
- When people are in the presence of others,
however, their individual efforts often cannot be
distinguished from those of the people around
them. - These situations are just the opposite of the
kinds of social facilitation settings we have
just considered. - In social facilitation, the presence of others
puts the spotlight on you, making you aroused.
But if being with other people means we can merge
into a group, becoming less noticeable than when
we are alone, then we should become relaxed.
34Social Loafing When the Presence of Others
Relaxes Us
- The question of how working with others would
influence performance on such a task was first
studied in the 1880s by a French agricultural
engineer, Max Ringelmann (1913). - He found that when a group pulled on a rope, each
individual exerted less effort than when doing it
alone.
Social Loafing The tendency for people to do
worse on simple tasks but better on complex tasks
when they are in the presence of others and their
individual performance cannot be evaluated.
Source of image Microsoft Office Online.
35- Arousal enhances performance on simple tasks but
impairs performance on complex tasks. - By the same reasoning, becoming relaxed impairs
performance on simple tasksas we have just
seenbut improves performance on complex tasks.
36- In a review of more than 150 studies of social
loafing, the tendency to loaf was found to be
stronger in men than in women. - Women tend to be higher than men in relational
interdependence, which is the tendency to focus
on and care about personal relationships with
other individuals. - Perhaps it is this focus that makes women less
likely to engage in social loafing when in groups.
Source of image Microsoft Office Online.
37- The tendency to loaf is stronger in Western
cultures than Asian cultures, which may be due to
the different self-definitions prevalent in these
cultures. - Asians are more likely to have an interdependent
view of the self, which is a way of defining
oneself in terms of relationships to other
people. - This self-definition may reduce the tendency
toward social loafing when in groups.
Source of image Microsoft Office Online.
38- We should not, however, exaggerate these gender
and cultural differences. - Women and members of Asian cultures do engage in
social loafing when in groups. - They are just less likely to do so than men or
members of Western cultures.
Source of image Microsoft Office Online.
39Deindividuation Getting Lost in the Crowd
- Deindividuation
- The loosening of normal constraints on behavior
when people cant be identified (such as when
they are in a crowd), leading to an increase in
impulsive and deviant acts.
Source of image Microsoft Office Online.
40Deindividuation Getting Lost in the Crowd
- Throughout history, there have been many examples
of groups of people committing horrendous acts
that no individual would do on his or her own - Massacre at My Lai during the Vietnam War.
- Mobs of soccer fans sometimes attacking each
other. - Hysterical fans at rock concerts who trampled
each other to death. - Lynching of African Americans by people cloaked
in the anonymity of white robes.
Source of image Microsoft Office Online.
41Reason 1 Deindividuation Makes People Feel Less
Accountable
- Deindividuation makes people feel less
accountable for their actions because it reduces
the likelihood that any individual will be
singled out and blamed.
Source of image Microsoft Office Online.
42Reason 2 Deindividuation Increases Obedience to
Group Norms
- Meta-analysis of more than 60 studies found that
becoming deindividuated increases the extent to
which people obey the groups norms.
Meta-analysis of more than 60 studies found that
becoming deindividuated increases the extent to
which people obey the groups norms.
Source of image Microsoft Office Online.
43Deindividuation
- Deindividuation does not always lead to
aggressive or antisocial behavior.
It depends on what the norm of the group is.
Source of image Microsoft Office Online.
44Deindividuation in Cyberspace
- Before blogs and internet chat rooms became
popular, angry readers could have written letters
to the editor or vented feelings to coworkers at
the water cooler. - Their discourse would have likely been more civil
than that of people who now post comments on
blogs, in no small part because people are not
anonymous in these settings. - (Most newspapers require people to sign letters
to the editor.)
Source of image Microsoft Office Online.
45Deindividuation in Cyberspace
- The internet has provided new ways in which
people can communicate with each other
anonymously. - Just as research on deindividuation predicts, in
these settings people often feel free to say
things they would never dream of saying if they
could be identified. - There are advantages to free and open discussion
of difficult topics, but the cost seems to be a
reduction in common civility.
Source of image Microsoft Office Online.
46Group DecisionsAre Two (or More) Heads Better
Than One?
- Most important decisions in the world today are
made by groups because it is assumed that groups
make better decisions than individuals.
In general, groups will do better than
individuals if they rely on the person with the
most expertise and are stimulated by each others
comments.
Source of image Microsoft Office Online.
47Group DecisionsAre Two (or More) Heads Better
Than One?
- Most important decisions in the world today are
made by groups because it is assumed that groups
make better decisions than individuals.
In general, groups will do better than
individuals if they rely on the person with the
most expertise and are stimulated by each others
comments.
Several factors can cause groups to make worse
decisions than individuals.
48Process Loss When Group Interactions Inhibit
Good Problem Solving
- One problem is that a group will do well only if
the most talented member can convince the others
that he or she is right. - You undoubtedly know what its like to try to
convince a group to follow your idea, be faced
with opposition and disbelief, and then have to
sit there and watch the group make the wrong
decision.
49Process Loss When Group Interactions Inhibit
Good Problem Solving
Process Loss Any aspect of group interaction that
inhibits good problem solving.
- Process loss can occur for a number of reasons
- Groups might not try hard enough to find out who
the most competent member is. - The most competent member might find it difficult
to disagree with everyone else. - Communication problems can arise.
50Failure to Share Unique Information
- Groups tend to focus on the information they
share and ignore facts known to only some members
of the group.
Source of image Microsoft Office Online.
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52Failure to Share Unique Information
- Subsequent research has focused on ways to get
groups to focus more on unshared information - Group discussions should last long enough to get
beyond what everyone already knows. - Another approach is to assign different group
members to specific areas of expertise so that
they know that they alone are responsible for
certain types of information.
53Transactive Memory
- Transactive Memory
- The combined memory of two people that is more
efficient than the memory of either individual.
In sum, the tendency for groups to fail to share
important information known to only some of the
members can be overcome if people learn who is
responsible for what kinds of information and
take the time to discuss these unshared data.
Source of image Microsoft Office Online.
54Groupthink Many Heads, One Mind
- Groupthink
- A kind of thinking in which maintaining group
cohesiveness and solidarity is more important
than considering the facts in a realistic manner.
Source of image Microsoft Office Online.
55Groupthink Many Heads, One Mind
- According to Irving Janis's (1972, 1982) theory,
groupthink is most likely to occur when certain
preconditions are met, such as when the group is - Highly cohesive,
- Isolated from contrary opinions, and
- Ruled by a directive leader who makes his or her
wishes known.
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57Avoiding the Groupthink Trap
- A wise leader can take several steps to avoid
groupthink - Remain impartial,
- Seek outside opinions,
- Create subgroups,
- Seek anonymous opinions.
58Group Polarization Going to Extremes
- Group Polarization
- The tendency for groups to make decisions that
are more extreme than the initial inclinations of
its members.
- According to the persuasive arguments
interpretation, all individuals bring to the
group a set of arguments, some of which other
individuals have not considered, supporting their
initial recommendation. - According to the social comparison
interpretation, when people discuss an issue in a
group, they first check out how everyone else
feels.
59Leadership in Groups
- Great Person Theory
- The idea that certain key personality traits make
a person a good leader, regardless of the
situation.
Source of image Microsoft Office Online.
60Leadership and Personality
- Numerous studies have found weak relationships
between personality and leadership abilities. - Compared to nonleaders, leaders tend to be
slightly more - intelligent
- extraverted
- confident
- charismatic
- socially skilled
- driven by desire for power
- open to new experiences
- less neurotic
61Leadership and Personality
- What is most telling, however, is the absence of
strong relationships. - Surprisingly few personality characteristics
correlate strongly with leadership effectiveness.
- The relationships that have been found tend to be
modest.
62Leadership Styles
- Transactional Leaders
- Leaders who set clear, short-term goals and
reward people who meet them.
Transformational Leaders Leaders who inspire
followers to focus on common, long-term goals.
63The Right Person in the Right Situation
- A leader can be highly successful in some
situations but not in others. - A comprehensive theory of leadership thus needs
to focus on characteristics of the leader, the
followers, and the situation.
Contingency Theory of Leadership The idea that
leadership effectiveness depends both on how
task-oriented or relationship-oriented the leader
is and on the amount of control and influence the
leader has over the group.
64The Right Person in the Right Situation
- The contingency theory of leadership argues there
are two basic leader types
Task-Oriented Leader A leader who is concerned
more with getting the job done than with workers
feelings and relationships.
Relationship-Oriented A leader who is concerned
primarily with workers feelings and
relationships.
65The Right Person in the Right Situation
- Task-oriented leaders do well in
- High-control work situations Leader-subordinate
relationship are excellent the work is
structured and well defined. - Low-control work situations Leader-subordinate
relationships are poor the work needing to be
done is not clearly defined. - Relationship-oriented leaders are most effective
in - Moderate-control work situations The wheels are
turning fairly smoothly, but some attention to
the squeakiness caused by poor relationships and
hurt feelings is needed.
66(No Transcript)
67Gender and Leadership
- There is a double bind for women leaders
- If they conform to societal expectations about
how they ought to behave, by being warm and
communal, they are often perceived as having low
leadership potential. - If they succeed in attaining a leadership
position and act in ways that leaders are
expected to actnamely, in agentic, forceful
waysthey are often perceived negatively for not
acting like a woman should.
68CONFLICT COOPERATION
- Often, however, people have incompatible goals,
placing them in conflict with each other. - This can be true of individuals, groups,
companies, nations.
69Social Dilemmas
- Social Dilemma
- A conflict in which the most beneficial action
for an individual will, if chosen by most people,
have harmful effects on everyone.
70Social Dilemmas
- Prisoners dilemma In this game, two people have
to choose one of two options without knowing what
the other person will choose. - Your payoffthe amount of money you win or
losedepends on the choices of both you and your
friend. - For instance, if both you and your friend choose
option X, you both win 3. If, however, you
choose option Y and your friend chooses option X,
you win 6 and your friend loses 6.
71Increasing Cooperation inthe Prisoners Dilemma
- People are more likely to adopt a cooperative
strategy that maximizes both their profits and
their partners if - Playing the game with a friend, or
- They expect to interact with their partner in the
future.
72Increasing Cooperation inthe Prisoners Dilemma
- Growing up in some societies, such as Asian
cultures, seems to foster a more cooperative
orientation. - Changing the name of the game from the Wall
Street Game to the Community Game increased
the percentage of people who cooperated from 33
to 71 in one study.
73Increasing Cooperation inthe Prisoners Dilemma
- Tit-for-Tat Strategy
- A means of encouraging cooperation by at first
acting cooperatively but then always responding
the way your opponent did (cooperatively or
competitively) on the previous trial.
74Other Kinds of Social Dilemmas
- Public Goods Dilemma
- A social dilemma in which individuals must
contribute to a common pool in order to maintain
the public good.
Commons Dilemma A social dilemma in which
everyone takes from a common pool of goods that
will replenish itself if used in moderation but
will disappear if overused.
75Using Threats to Resolve Conflict
- A classic series of studies by Morton Deutsch and
Robert Krauss (1960, 1962) indicates that threats
are not an effective means of reducing conflict. - They had two participants at a time imagine they
each controlled a truck company, with each
company slowed down by the others use of the
same one-lane road. - (See illustration on next page.)
76After a while, most of them worked out a solution
that allowed both trucks to make a modest amount
of money. They took turns crossing the one-lane
road.
77- In another version of the study, the researchers
gave Acme a gate that could be lowered over the
one-lane road, thereby blocking Bolt from using
that route. You might think that using forcethe
gatewould increase Acmes profits, because all
Acme had to do was to threaten Bolt to stay off
the one-lane road or else. In fact, quite the
opposite happened. When one side had the gate,
both participants lost more than when neither
side had the gate.
78Negotiation and Bargaining
- Negotiation
- A form of communication between opposing sides in
a conflict in which offers and counteroffers are
made and a solution occurs only when both parties
agree.
Integrative Solution A solution to conflict
whereby parties make trade-offs on issues
according to their different interests each side
concedes the most on issues that are unimportant
to it but important to the other side.
79- The bottom line?
- When negotiating with someone, keep in mind that
integrative solutions are often available. - Try to gain the other sides trust, and
communicate your own interests in an open manner. - Remember that the way you construe the situation
is not necessarily the same as the way the other
party construes the situation. - You may well discover the other side communicates
its interests more freely as a result, increasing
the likelihood that you will find a solution
beneficial to both parties.
80Social Psychology
6th edition
- Elliot Aronson
- University of California, Santa Cruz
- Timothy D. Wilson
- University of Virginia
- Robin M. Akert
- Wellesley College
- slides by Travis Langley
- Henderson State University