CH 9 Foundations of Group Behavior

9-1: Distinguish between the different types of groups.
9-2: Describe the punctuated-equilibrium model of group development.
9-3: Show how role requirements change in different situations.
9-4: Demonstrate how norms exert influence on an individual’s behavior.
9-5: Show how status and size differences affect group performance.
9-6: Describe how issues of cohesiveness and diversity can be integrated for group effectiveness.
9-7: Contrast the strengths and weaknesses of group decision making.

Context: A 911 call where two police officers draw their weapons during a traffic stop raises questions about the legitimacy of police actions.
Incident Details:
- Lisa Mahon, her friend Jamal, and two children are pulled over by Officer Fucari.
- Concern arises when Officer Fucari pockets Lisa's license instead of checking it and asks for Jamal's identification.
- Officer Fucari and another officer draw their weapons when Jamal cannot produce his ID, leading to Lisa calling 911 because they are frightened.
Consequences:
- Officer Fucari requests they leave the vehicle, but they refuse due to fear, resulting in the officers breaking a window, using a Taser on Jamal, and removing him forcefully.
- Jamal is arrested, and Lisa receives a ticket for not wearing a seatbelt.
Interpreting Events:
- Varied public interpretations reflect personal biases and group affiliations, showcasing how group identity affects perceptions of justice.
- Racial elements complicate perceptions; people identify with Lisa and Jamal or the officers based on their racial group.

Group: Two or more individuals interacting and interdependent coming together to achieve objectives.
Types of Groups:
- Formal Groups: Defined by the organizational structure (e.g., flight crew of an airline).
- Informal Groups: Not formally structured; arise from social interactions (e.g., colleagues having lunch).

Concept: The emotional tie individuals have to their group, influencing perceptions and behaviors based on group success or failure.
Mechanism:
- Groups provide self-esteem boosts when doing well and feelings of personal inadequacy when failing.
- Social identities may lead to conflict and deviant behaviors if a group feels devalued.
Examples: Fans' responses to sports team performances illustrate social identity dynamics.
Contextual Influences: Other identities (e.g., organizational, cultural) coexist and may lead to conflicting loyalties or priorities.

Ingroup Favoritism: Tendency to view ingroup members positively and outgroup members negatively.
Religious Influence: Studies suggest that strong ingroup identity can lead to animosity toward outgroups.
Social Identity Threat: Anxiety about being judged based on group association can undermine performance and confidence.

Describes group development phases:
1. First Meeting: Sets group direction and initial framework.
2. Inertia Phase: Initial activities are marked by a lack of progress.
3. Midpoint Transition: Occurs halfway through the group's allotted time, sparking significant changes.
4. Second Inertia Phase: New directions are executed, but the group slows again.
5. Final Meeting: Characterized by a final surge of activity as deadlines approach.
Significance: Highlights how groups operate under time constraints and shifts in behavior.

Role Perception: Individual's understanding of how to behave in a particular role, informed by social norms and expectations.
- Influences behavior in various contexts (work, family).
Role Expectations: What others expect from individuals in specific roles (e.g., duties of a judge vs. a football coach).
Role Conflict: Occurs when expectations of one role clash with those of another, leading to stress (e.g., work vs. family demands).

Group Norms: Established standards dictating acceptable behavior within the group.
- Vary widely by group and context; powerful instruments of conformity.
Norms Affecting Emotions: Groups influence emotional responses to shared experiences, shaping perceptions and interactions.
Conformity Pressures: Strong pressures may lead individuals to act against personal judgment to align with group norms (Asch's conformity experiments).

Definition: Social rank assigned to individuals within a group based on perceived contributions and characteristics.
Sources of Status: Derived from power, contributions, and personal attributes valued by the group.
Impact on Norms: High-status individuals often resist conformity pressures, influencing group dynamics and discussions.

Larger Groups: Better for generating diverse views and ideas; effective for fact-finding.
Smaller Groups: More productive for executing tasks and making decisions.
Social Loafing: A phenomenon where individuals exert less effort in groups than when working alone. Mitigation strategies include setting clear goals and recognizing individual contributions.

Group Cohesiveness: Degree of attraction and motivation to stay in the group affects productivity.
- High cohesiveness can enhance performance if coupled with strong norms; low cohesiveness with high norms can also yield productivity.
Diversity Effects: Diverse groups can enhance problem-solving and creativity but may initially generate conflict and dissatisfaction.
- Understanding deep-level diversity (attitudes, values) is critical in navigating conflicts arising from surface-level differences (e.g., race, gender).
Faultlines: Subgroup divisions based on individual differences can harm group dynamics and performance but may also provide strategic advantages in specific contexts.

Information Pooling: Groups aggregate knowledge and perspectives, leading to better conclusions.
Diversity of Views: Offers varied approaches and encourages acceptance due to collaborative input.

Time-Consuming: Group decisions typically require more time to arrive at conclusions.
Conformity Pressures: Can suppress individual opinions, leading to poor decision-making outcomes.
Ambiguous Accountability: Responsibility can be diffused, making it less clear who is accountable for decisions made.

Groupthink: A state in which the desire for harmony leads to poor decision-making; groups suppress dissenting opinions.
Groupshift: Tendency for groups to adopt more extreme positions after discussions than individuals would alone.

Brainstorming: Encourages idea generation without criticism but may be less effective due to production blocking.
Nominal Group Technique: Encourages independent idea generation leading to high-quality outcomes without the pressures of group dynamics.