Chapter 6 Flashcards
1
Q
2 main perspectives on power?
A
dynamic interdependence view of power
trait factor view of power
2
Q
dynamic interdependence: where does power exist
A
in relationships
3
Q
dynamic interdependence: where does it exist 2 contexts
A
coop vs comp context
4
Q
3 effects in that factor view of power
A
source effects, message and receiver
5
Q
3 types of power we study?
A
bases of power
unequal power
indirect power
6
Q
review figure 6.1
A
…
7
Q
review figure 6.1
A
…
8
Q
6 things at the base of power?
A
reward coercion legitimate referent expert informational
9
Q
two ways groups can expert indirect power
A
group mind
group norms
10
Q
how is power distributed in effective groups
A
distributed among group members and vary according to needs of the group
11
Q
Power has been conceived of as a quality of the …5 places it is thought. exist
A
person, the position, the place, the situation, or the relationship
12
Q
Some individuals are viewed as having power because of their ability to dominate others through their …3
A
physical prowess, verbal prowess, or charisma.
13
Q
define power
A
the capacity to affect the outcomes of oneself, others, and the environment
14
Q
how can power be direct vs indirect
A
direct (within interpersonal interaction) or indirect (through group norms and values).
15
Q
2 views that examine the direct use of power
A
(a) the dynamic interdependence perspective and (b) the trait-factor perspective
16
Q
power is essential to all aspects of group functioning
A
t
17
Q
every group member has power
A
t
18
Q
Power is a quality of a relationship in which each party influences the other.
A
Relationship
19
Q
Situational factors determine the level of power of each person
A
situation
20
Q
Positions contain power, such as the presidency of a corporation or the chair of a committee.
A
position
21
Q
Power is a trait that some individuals have, usually because they were born with it.
A
person
22
Q
Certain churches, mosques, or ancient sites such as Stonehenge have power.
A
place
23
Q
3 criteria for constructive power
A
- enhance group effectiveness
- used for other benifit and common good over self benefit
- is it was agreed on or imposed on people
24
Q
what are the 3 conditions for constructive power use
A
The use of power is most constructive when it increases group effectiveness, benefits all members of the group, and is encouraged by all group members
25
Any two persons who interact constantly and are influenced by each other.
Dynamic-interdependence approach to power
26
Dynamic-interdependence approach to power
Any two persons who interact constantly and are influenced by each other. Dynamic means in a constant state of change; interdependence means that each member’s actions affect the outcomes of other members.
27
who has power in dynamic approach
who is influencing whom to what degree changes constantly as members strive to achieve the group’s goals.
28
dynamic: where does it exist
in relationships not individuals
29
Dy: what determined the power available to be used by group members
type and degree of interdependence e.g. + or -
30
dy: how is power used in a competitive context
power is used to gain advantage and to promote one’s own success at the expense of others ( influence of one person over another who originally is unwilling to perform the desired behaviors)
31
Dy: the competitive context view of power imply what 5 things about power
1. a fixed pie resource
2. a zero sum resource
3. a commodity to be hoarded
4. acting in a unidirectional way
5. being inherently cooercive
32
T: Competitors tend to use their power to maximize the power differences between themselves and others.
iron law of oligarchy (people in power stay in power)
33
what becomes the focus of power holders
obtaining more and more power
34
what view of power dominates peoples understanding of power
The competitive view currently dominates most social scientists’ and powerholders’ understanding of power.
35
T: Focuses on the changing nature and patterns of influence within a group as members strive to achieve mutual goals rather than on who possesses power.
dynamic
36
Assumes that power is a complex phenomenon that has to be studied as a whole and cannot be meaningfully broken into components.:T
holistic
37
Stresses the immediate experience of group members and the ways they influence one another in the present rather than focusing on members’ history and genetics.
phenomenological
38
Applies and validates theoretical principles concerning the nature and use of power.
deductive
39
Stresses that power is distributed among all group members and that every group member has some influence over every other group member and over what takes place in the group.
distributed
40
Assumes power exists in all relationships. In small groups, mutual influence goes on continuously as group members act and react and adjust to one another’s actions.
inevitable
41
Assumes the use of power is essential to all aspects of group functioning—goal setting, communication, leadership, decision making, conflict resolution.
essential
42
negative consequences of competitive power use strategies?
Reliance on competitive, dominating strategies of power use, however, has negative consequences, such as the alienation and resistance of those subjected to the influence attempts, which increases the need for continuous scrutiny and control of the less powerful and limits the powerholder’s ability and willingness to use other types of power that are based on trust and power sharing.
43
T: the need to reestablish a person’s freedom whenever it is threatened.
reactance
44
The use of ... power may escalate as it encounters resistance.
coercive
45
how is power used in a cooperative context
used to maximize joint benefits and enhance the group’s effectiveness
46
T openness to influence
inducability
47
... is created and developed out of the interaction among group members and their commitment to achieving their mutual goals.
Mutual power
48
Dy: the cooperative context view of power imply what 6 things about power
1. it is expandable
2. something to be shred
3. acting in a bidirectional way
4. non coercive
5. asymmetrical
6. based on expertise, competence and access to info
49
An alternative view of positive interdependence with small groups posits that the power of one group member over others depends on three factors: ...
the benefits of working together to achieve mutual goals, the costs of doing so, and the availability of alternative groups in which the rewards may be higher and the costs lower
50
5 steps to mobilizing power to accomplish goals?
1. determine your goals
2. asses your relevant resources
3. determine what other resources you need to achieve your goals and who has these resources
4. negotiate an agreement to mutually support one another successful goal achievement
5. carry out the activities necessary to achieve members and group goals
51
are goals always sought conciously
no sometimes uncon
52
3 criteria to plan how to accomplish your goals
you must be aware of them, accept them as valuable and worthwhile, and be willing to enlist the aid of other group members to accomplish them.
53
3 things you should know about resources
(a) what other resources you need to achieve your goals, (b) how you can help other group members achieve their goals, and (c) how the resources of all members can be combined to achieve the group’s goals.
54
3 steps to forming a cooalition
(a) identifying the group members who have the resources you need, (b) identifying how your resources could contribute to their goal accomplishment, and (c) negotiating a mutual support agreement in which each agrees to contribute to the other’s success.
55
3 things contracts should include
a) the resources you want from the other group members, (b) the resources other group members want from you, and (c) how members should coordinate their efforts to achieve the goals.
56
Trait factor: 4 characteristics of trait approach
static, atomistic, historical, inductive
57
Trait factor: Assumes that causation of present behavior is a function of genetic and experiential factors acting cumulatively over relatively long periods of time.
historical
58
Trait factor: Stresses accounting for empirically observed phenomena more than seeking empirical validation for general theoretical statements.
inductive
59
TF: Assumes that complex phenomena can be analyzed into component parts.
atomistic
60
TF: Assumes that complex phenomena can be analyzed into component parts.
atomistic
61
Two of the trait-factor approaches to power are the work on ...2
power and persuasion and the work on social dominance.
62
3 places we look for characterisitics in coms for power?
source, message, and receiver effects
63
people are more influenced by people who... 3
trustworthy, distribute resources fairly, and treat people with respect
64
T: Focuses more on continuity than on change.
static
65
2 trait factor approches to power focus on what
power and persuasion
| social dominance
66
“Who says what to whom with what effect?” what 3 things do we need to know to answer this
source, message and receiver effects
67
The powerholder is ... if the less powerful individuals have low self-esteem, see their attitudes under modification as peripheral to them, have no forewarning of the influence attempt, role-play positions that agree with the communicator’s, have not been inoculated, are distracted while the message is presented, and are not very intelligent
more effective
68
how strong of an argument is the trait factor approach to influence
weak! need everyones impute
69
T: Social dominance theory is a trait-factor theory of power directly based on competition
social dominance theory
70
what is social dominance
the ability to control resources
71
what is the trait is social dominance
ability to compete for limited resources
72
social dom hierarchy is an organizational method
f natural consequence of differences in individuals’ abilities to compete.
73
what theory would say this Depending on who your opponent is, assert when you can prevail, yield when you cannot
social dom
74
dose usually obtain resources through comp?
no usually adopt socially accepted ways like persuasion and coalitions
75
if the goal is the gain control of resources in social Dom what is the best way to do this
coalitions (The intent is to establish dominance (i.e., gain control of resources) while minimizing interpersonal conflict with other group members bcs relationships are resources in themselves )
76
do social dom heirarcies always develop
Social dominance hierarchies are seen as developing naturally any time individuals have contact with one another.
77
T: reflecting relative competitive ability
dominance
78
why do people respond to a dominant person
the dominant individual within a social hierarchy becomes the focus of attention—admired, liked, viewed as an attractive social partner, and obeyed.
79
what theory is the clearest example of trait factor approach to power
social dom
80
T: power is based on the control of valuable resources
social exchange thoery
81
6 bases of power
reward, coercive, legitimate, referent, expertise, and informational
82
A person has ...over other group members if he or she has the ability to deliver positive consequences or remove negative consequences in response to their behavior.
reward power
83
why is too many rewards bad
create suspicion that members are being bribed or conned, which tends to result in dislike and/or resistance.
84
A person has ..over other group members if the person can mete out negative consequences or remove positive consequences in response to the behavior of group members
coercive power
85
does coercive power every have positive effects
Only when the use of coercive power brings a conflict into the open to be resolved can coercion have positive effects.
86
is reward power good or bad consequences
good! A person’s power is greater the more the group members value the reward, the more they believe that the person can dispense the reward, and the less chance they have of receiving the reward from someone else
87
When a person has ..., group members believe the person ought to have influence over them because of his or her position in the group or organization or because of his or her special role responsibilities .
legitimate power
88
how well does the group respond to legitimate authority
comply with duty and loyalty
89
how is legitimate power used to reduce conflict
mediates or arbitrates or when those with less power simply conform to the person’s wishes.
90
When a person has ..., group members identify with or want to be like the person and therefore do what he or she wants out of respect, liking, and wanting to be liked
referent power
91
what kind of leaders have refernt power
charismatic leaders (more liked more they identify with them)
92
When a person has ..., group members see the person as having skills and competencies useful for accomplishing the goal and not available anywhere else
expert power
93
when does expert power not work
the use of expertise fosters feelings of inadequacy in group members, it will tend to have negative effects.
94
When a person has ..., group members believe the person has useful information not available anywhere else.
informational power
95
it is the actual resources of group members that determines power
f it is the perception of a group member’s power base that affects the behavior of other members, not the actual resources
96
what is the conflict model of social influence
defines whether a group member is part of the majority or a minority
97
majority members are the sources of influence and minatory are targets
f both majority and minority members are sources and targets of influence attempts
98
What defines the majority and the minority members is the ...
amount of power they have.
99
T has the most control over how important resources are distributed (they may be the numerical minority).
power majority
100
T has little control over the distribution of important resources (they may be a numerical majority).
power minority
101
are their groups with equal resources
very rare
102
unequal distribution of resources does means that members are powerless.
f does not
103
when is power used to problem solve most effectively
when power is relatively mutual among its members and power is based on competence, expertise, and information.
104
how does Unequal power influence problems solving
interferes with the trust and communication necessary for managing group conflicts constructively
105
A group’s decisions are invariably of higher quality when power is based on competence, expertise, and relevant information, not on ...2
authority or popularity.
106
One of the most common settings for analyzing power is in the relationship between ...
high- and lower-power groups.
107
T is the capacity to have considerable effect on another person’s outcomes
high power
108
T; is the capacity to have little effect on another person’s outcomes
low power
109
high power persons typically don't know how much their power influences their positive experiences
t
110
problems high power people have interacting with low power? 4
1. rules do not apply to them
2. inattentiveness to low power
3. restricted cognitive processes (reduce the capacity for complex social reasoning, constrain moral judgment, and increase the use of stereotypes)
4. domineering conflict resolution strategies
111
high power often rejecting demands for change and being uninterested in learning about the intentions and plans of low-power members, being inattentive to the communications of the low-power person, and being unresponsive to cooperative gestures by the low-power members why
to protect superiority
112
4 high power strategies to justify status quo
```
L= legitimize
E= self enhancement
A= attribute to own success and control
D= devalue
```
113
low power people are more easier angered by high power harm or insult
f High-power individuals tend to be more angered by a lower-power person’s harm or insult than when the positions are reversed
114
T: Once group members gain power, they tend to establish regulations and norms to legitimize their position and privileges and make illegitimate any attempt by others to change the status quo.
“power defines injustice” strategy, or the “might is right” strategy.
115
2 ways high power maintain status quo
by establishing severe penalties for those who attempt to change the status quo, and by offering low-power members a variety of benefits as long as they do not rebel
116
why do high power have higher confidence
tend to receive inflated positive feedback from others, thereby producing an inflated sense of self-worth
117
T: as a person’s power increases, he or she will make more attempts to influence other. As more influence attempts are made, the person comes to believe that he or she controls the low-power people’s behavior and is the causal agent in producing the outcomes. high power person takes credit for group successes
power devaluation theory
118
as a person’s power increases, the performance ratings of others become increasingly negative why
devalue low power members
119
High-power members have been shown to be...toward but disdainful of low-power members
altruistic
120
the greater a person’s power, the more ... it is likely to seem, simply because the claims on it increase faster than the power to fulfill them
insufficient
121
The Metamorphic Effects of High Power?
```
changes person through power being the goal in itself
use for own benefit
unwarranted positive feedback
devalue others
overstep boundaries (Stanford prison )
```
122
how is status related to power
High status does not always mean high power
123
High-status positions invoke a sense of ...
privilege (took more reward and did less work)
124
having high status and high power results in ...
an enhanced self-perception that leads to altruistic behavior but disdain for the low-power, low-status members
125
when individuals had high status but low power, they felt underrewarded and attempted to obtain ...
increased rewards from the group
126
describe power stereotyping theory
people in positions of power are likely to stereotype subordinates because they pay less attention to them, perhaps due to lack of cognitive capacity (having high power requires attending to more people and more issues at the same time)
treat them as less important
127
T: experience of repeated, widespread, systemic injustice, which may involve the legal system
oppression
128
how does power relate to oppression
High-power group members often oppress low-power members.
129
the most dangerous form of oppression is ...
moral exclusion
130
T defining low-power group members as outside the moral community and therefore not entitled to fair outcomes or treatment
moral exclusion
131
what keeps oppression in place
opressors use their power through force control over systems and resources, public and self images of both oppressor and opressed to maintain status quo
132
Low-Power Strategies to Change the Status Quo
CORE
133
T is power vested in a particular position and viewed as legitimate by the powerholder and by subordinates (given power to reward and punish)
authority
134
most people are low power members
most people and both high and low depending who they are interacting with
135
what does the CORE stand for
C: cooperative, complient
O: Attribution of causes of group successes to own efforts
R: Resistance psychological reactance, and obstruction
E: Negative evaluations of high-power individuals
136
T: unpleasant motivational arousal (reaction) to offers, persons, rules, or regulations that threaten or eliminate specific behavioral freedoms.
reactance
137
What can the research on group dynamics recommend to low-power group members? 4
dynamic interdependence strategy...
1. clarify goals and increase + interdependence
2. clarify their resources (reduce dependance)
3.point out goals high power needs you for
4. negotiate better contract
use edu and moral persuasion
bring high power to negotiation table
138
the most extreme strategy for influencing high-power individuals and groups is ...
terrorism.
139
define terrorism
defined Dif by low and high power members
140
did Nelson Mandela use terrorism
yes
141
what are the metamorphic effects of low power
can change how you view self as of less worth
142
2 news of how low power groups relate to one another?
similarity-attraction hypothesis
| common-enemy position
143
low-power groups tend to react negatively to the good fortune of other ...groups but react positively to the good fortune of ... groups
low-power
| high-power
144
how often do low power take revenge on high power
rarely costs too high
145
when does conflict occur in power dynamics
conflict occurs only when a person wants other group members to do something they do not want to do and the person does not have enough power to overcome their unwillingness
146
does conflict usually concern power directly
yes and indirectly
147
in conflict what type of power is most relied on
coorcieve power
148
when does coercive power work in a conflict
shorten or control a conflict through inducing compliance or withdrawal (should be avoided bcs usually destructive
149
... often serve as substitutes for the direct use of power among group members
Group norms
150
T are prescribed modes of conduct and belief that guide the behavior of group members
norms
151
are we more influenced by norms or high power people
Individuals let themselves be influenced by norms in ways that they would never permit themselves to be influenced by others, for norms often take on the characteristics of moral obligations
152
T changes in behavior that result from group influences.
conformity
153
2 conformity changes in behaviour that take place?
compliance and private acceptance
154
T behavioral change without internal acceptance
compliance
155
does conforming always mean your going against your values
no frequently improves the functioning of a group at no expense to the individual’s principles or beliefs
156
Conformity to group norms can be differentiated along two dimensions
conformity versus anticonformity and independence versus dependence
157
how does a independent vs dependant person respond to group norms
An independent person, on the other hand, does not give undue importance to the group norm in making her judgment.
158
which norms require more conformity
ones that are needed to achieve group goals (greater pressures to conform to task-related norms if goal attainment depends on the coordinated behavior of the group members)
159
are nonconforming actions ever accepted
if they help toward group goal
160
what 3 norms are imported from the broader culture
reciprocity, fair play and social responsilibty
161
2 ways norms can be initiated
saying it or modelling or imported from other groups and group discussion!! biggest one
162
7 things needed for groups to internalize norms
recognize them and commit to them
2. see as helpful to goal
3. own it
4. enforce
5. look to models
6. use cultural norms
7. see as flexible
163
Group members sometimes engage in ..., in which they spon-taneously perform atypical actions such as riots, panics, and mass hysteria
collective behavior
164
explanations for group behaviour ?
group mind
convergence theory
energent norm theory
deindividuation theory
165
3 mechanisms of group mind?
anonymity
contagion
suggestibility
166
T: crowd behavior represents the convergence of people with compatible needs, desires, motivations, and emotions, whose membership in the crowd triggers the spontaneous release of previously controlled behaviors
convergence theory
167
in convergence theory what needs are people acting on
formerly repressed needs come to motivate behavior, and atypical actions become more likely.
168
T; the members all adhere to norms that are relevant to the given situation.
emergent norm theory
169
common elements to groups in emergent norm theory
1. behaviour unplanned in crowd
2. feels of group = urgency
3. norms emerge
4. suggestible to these noms = engage in actions
170
T: a state of relative anonymity, in which group members do not feel singled out or identifiable
deindividuation
171
3 parts of deindividuation that explain why reduced inner constraints
deindividuation (inputs), the state of deindividuation (internal changes), and deindividuated behaviors (outputs).
172
The ...include anonymity, reduced responsibility, membership in a large group, and arousal
conditions of deindividuation (inputs) `
173
The ..... is characterized by profound changes in emotions, memory, and self-regulation
state of deindividuation (internal changes)
174
...(outputs) replace reason and order with impulse and chaos.
deindividuated behaviors
175
As research and theory on the group mind demonstrate, ,.. can be exercised by the group as a whole and not only by individuals within the group
power
176
how do the individual vs relationship perspective of group dynamics differ in explanations of behaviour
look at individual: static, physical representation, present at any one moment
group look at rhythm: temporal no direct representation, look at effects not behaviour itself
