Summary of All Chapters

Multilevel perspective

Analyzing group processes at individual, group, and societal levels

Group fallacy

Attributing intentions to group instead of individuals

Thomas theorem

Perceived situations determine behavior

Social facilitation

Improved performance on simple tasks in presence of others

Evaluation apprehension

Concern about being evaluated drives performance changes

Distraction-conflict

Presence of others divides attention and increases arousal

Social orientation theory

Personality determines facilitation or impairment

Electronic performance monitoring

Increases effort through evaluation pressure

Ringelmann effect

Effort decreases as group size increases

Coordination loss

Poor synchronization reduces performance

Motivation loss

Reduced effort due to group setting

Social loafing

Reduced effort when individual output is not identifiable

Free riding

Reducing effort because others compensate

Sucker effect

Reducing effort to avoid exploitation

Social compensation

Increasing effort to offset weak members

Collective effort model

Effort depends on value and expectancy of group success

Disjunctive task

Group performance depends on best member

Conjunctive task

Group performance limited by weakest member

Kohler effect

Weak members increase effort to avoid being weakest

Task conflict

Disagreement about ideas can improve performance

Relationship conflict

Personal tension harms performance

Conflict spiral

Escalation through reciprocal negative actions

Overmatching

Retaliating more strongly than initial act

Coalition formation

Subgroups form to gain influence

Emotional contagion

Emotions spread and intensify conflict

Dual concern model

Conflict behavior based on concern for self and others

Shared information bias

Groups discuss shared more than unique information

Hidden profile problem

Group fails to identify optimal solution

Group polarization

Group decisions become more extreme

Persuasive arguments mechanism

Dominant arguments strengthen initial position

Social comparison mechanism

Members shift views to appear favorable

Social identity mechanism

Members align with group norm

Groupthink

Consensus seeking overrides critical evaluation

Directive leadership effect

Leader pressure increases groupthink

Group isolation effect

Lack of external input increases groupthink

Mindguards

Members shield group from dissenting information

Illusion of unanimity

False perception that everyone agrees

FIRO theory

Compatibility based on inclusion, control, and affection

Social comparison orientation

Tendency to frequently compare oneself

SEM model

Self-esteem maintained in social comparison

Comparison level standard

Evaluating satisfaction relative to expectations

CLalt standard

Evaluating alternatives to current group

Equifinality

Cohesion arises from multiple pathways

Collective efficacy

Shared belief in group’s ability

Identity fusion

Strong merging of personal and group identity

Relational cohesion theory

Positive interactions strengthen commitment

Cohesion-performance reciprocity

Cohesion and performance reinforce each other

Temporal need-threat model

Stages of response to ostracism

Rejection sensitivity

Tendency to expect and overreact to rejection

Sociometer theory

Self-esteem tracks inclusion status

Majority influence

Direct influence causing conformity

Minority influence

Indirect influence causing deeper change

Consistency principle

Consistent minorities are more influential

SIDE model

Anonymity strengthens group-based conformity

Social impact theory

Influence depends on strength, immediacy, and number

Dynamic social impact theory

Influence produces clustering and uniformity

Agentic state

Reduced autonomy under authority

Obedience determinants

Context factors affecting obedience levels

Iron law of oligarchy

Power concentrates in few individuals

Expectation-states theory

Status based on perceived competence

Status generalization

Status transfers across domains

Contingency theory

Leadership effectiveness depends on situation fit

LPC scale

Distinguishes task vs relationship leaders

Transformational leadership

Inspires and changes follower values

Babble effect

Frequent speakers emerge as leaders

Minimum power theory

Preference for maximizing control in coalitions

Bargaining theory

Coalitions shaped by negotiation and fairness

Coalition fairness effect

Fair payoff increases coalition likelihood

Self-concept model dishonesty

Dishonesty limited by moral self-image

Collaborative dishonesty

Dishonesty increases when benefiting group

First-mover effect

Initial behavior sets group norm

Ethical free riding

Benefiting from others’ dishonesty while staying honest

Moral disengagement group

Group context enables unethical behavior