naturally formed group + cohesion Flashcards

1
Q

personality-group fit
Big 5

A

extraversion
- most predictive
- team-oriented organizations, cooperation

agreeableness
- emphasize cooperation / avoid aggression + competitive groups

Openness
- attracted to non-traditional groups

conscientiousness
- detail, task-oriented

neuroticism
- provides stability / more likely to join gangs

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2
Q

joining groups
- social motivation

A

predict people;s interest in joinin groups
- need for affiliation + rejection sensitivity
- need for intimacy, power

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3
Q

joining groups
- gender differences

A

due to gender roles and sexism

women
- need for intimacy, relationality, smaller, informal

men
- agentic, need for power, larger, formal, task-oriented

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4
Q

joining groups
- anxiety

A

predicts disinterest in joining groups
- shyness -> differs in cultures -> adaptive in China
- social anxiety
- social anxiety disorder

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5
Q

joining groups
- bowlby attachment theory

A

likely to join + not scared
- low avoidance + low anxiety = secure

likely + scared
- low avoidance + high anxiety = preoccupied

scared + not likely
- high anxiety + high avoidance = fearful

not likely + not scared
- high avoidance + low anxiety = dismissing

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6
Q

joining groups
- attitudes, experiences & expectations

A

importance + enjoyment

-> positive experiences in groups -> value of groups -> seeking groups

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7
Q

joining groups
- stress

A

more likely to affiliate with groups

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8
Q

5 types of social support

A

belonging
emotional
informational
instrumental
spiritual

strong social bonds
-> less stress, depression, better physical health

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9
Q

4 situations where we afiliate

A
  1. misery loves company
    joining groups that experience the same thing
    NOT with embarrassment
  2. stressful circumstances -> social support
  3. fearful circumstances + not embarrassed -> support
  4. uncertainty / confusion -> information seeking
    cognitive clarity
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10
Q

social comparison and the self

A

downward -> boosts self-esteem

upward -> increases optimism and elevates goal BUT can threaten self-esteem

self-evaluation maintenance -> depends on task self-esteem relevance
-> suggests you use both upward and downward

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11
Q

6 principles of attraction

A

proximity : familiarity / interaction

elaboration

similarity : homophily -> actively seek similar people

complementarity : qualities complement your own

reciprocity : liking tends to be mutual

minimax : groups with max reward + min costs

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12
Q

cohesion

A

multi levelled
- attraction between members
- attraction to group as a whole

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13
Q

5 types of cohesion

A

social -> attraction

task -> goal commitment

collective -> identity

emotional -> emotion / affect -> rituals

structural -> structure -> consistent roles + clarity

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14
Q

developing cohesion

A

groups mature + develop over time

different / relatively predictable stages

stage model
- separable stages e.g. tuckman 5-stage model

cycle model
- cycle through phases e.g. bale’s equilibrium

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15
Q

successive-stage models
-> tuckman 5 stage model

A

orientation : forming
- creating group + setting goals
- above mid performance

conflict : storming
- dealing with sources of tension
- below mid performance

structure : norming
- structure + stability
- increasing performance

performing
- monitoring, leading, feedback
- peak performance

dissolution? adjourning

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16
Q

bale’s cyclical equilibrium model
- norming vs performing stage

A

balance between task and relationship orientation

norming -> relationship orientation

performing -> task orientation

17
Q

5 pros cohesion

A

enhanced member satisfaction
reduced tension
higher group engagement
reduced turnover
longer duration of membership

18
Q

7 cons of cohesion

A

groupthink
peer pressure
demanding
increased influence
hostility
intensification of emotional and social processes
old sergeant syndrome
- psychological disturbances in military units that suffer heavy casualties

19
Q

cohesion + productivity
- reciprocal relationship

A

.51 relationship
.25 with task interdependence

depends on norms

reciprocal relationship
- cohesion causes improvements in performance
- performance feeds back and causes changes in cohesion

cohesion relationships vary over time and settings

20
Q

initiations to elicit cohesion

A

initiations
= test for new members to see how committed they are to become a member

increase cohesion

21
Q

initiations to elicit cohesion
- shared suffering, does it work?

A

cognitive dissonance
when you hold two conflicting cognition

investment increases commitment

22
Q

initiations to elicit cohesion
- hazing
- why is it done?
- does it work?

A

initiation causing mental or physical discomfort, harassment, embarrassment, ridicule, humiliation

why is it done?
- increase bonding + dependence
- establish dominance
- establish commitment
- honor tradition

does it work?
- often illegal + unhealthy
- not as effective
- dangerous

DOES NOT WORK -> can backfire