INFLUENCE-AND-POWER Group Dynamics
INFLUENCE-AND-POWER Group Dynamics
INFLUENCE-AND-POWER Group Dynamics
interpersonal
processes that increases the sustains
change people’s consensus within the individuality and
thoughts, feelings, or group, innovation.
actions.
MAJORITY
INFLUENCE: THE
POWER OF THE MANY
MAJORITY INFLUENCE - Social pressure
exerted by the larger portion of a group
(the majority), directed toward individual
members and smaller factions within the
group (the minority).
Members disagree by
Members who display anticonformity
publicly expressing ideas, beliefs, and
express ideas or take actions that are the
judgments that are consistent with their
opposite of whatever the group favors.
personal
standards.
1 2 3
1 2 3
Validation, in
Comparison contrast, leads to
results in direct private acceptance,
influence as making minorities a
members publicly source of
comply. innovation in
groups.
Consistency and
Influence
PREDICTING Idiosyncrasy credits
MINORITY The Diligence of
INFLUENCE Dissenters
Decision Rules and
Dissent
DYNAMIC SOCIAL IMPACT
THEORY
Dynamic social impact theory, as proposed by
Latané (1997) and his colleagues, describes the
processes underlying this give-and-take between the
majority and the minority.
FOUR BASIC PATTERNS
Continuing
Consolidation. Clustering. Correlation.
diversity.
Over time, the
As the law of social Because of
group members’
As individuals impact suggests, clustering, members
opinions on a
interact with one people are more of minorities are
variety of issues—
another regularly, influenced by their often shielded from
even ones that are
their actions, closest neighbors, the influence
not discussed
attitudes, and so clusters of group attempts of the
openly in the group
opinions become members with majority, and their
—converge, so that
more uniform. similar opinions beliefs continue
their opinions
emerge in groups. within the group.
become correlated.
SOURCES OF GROUP
INFLUENCE
Many people think of conformity in a negative way. They
assume that people who change to agree with others are so
weak-willed that they lack the inner fortitude to stand up for
their personal beliefs.
This pejorative view, unfortunately, underestimates the
complexity of social influence, for individuals in any group
change their behavior for a variety of reasons.
Conformity is in many cases an automatic, spontaneous
reaction rather than a mindful one.
Conformity is often the most reasonable response in a
situation: When others are well informed but we ourselves are
ignorant, it’s wise to use them as an informational resource.
People often conform because they accept the legitimacy of
the group and its norms.
Conformity is often a means of avoiding criticism, abuse, and
exclusion.
A. IMPLICIT INFLUENCE
Unlike explicit which is the consciously
recognized social influence, implicit influence is
the unnoticed and largely automatic cognitive,
emotional, and behavioral reactions to other
people.
MIMICRY
People often When, for example, one
deliberately imitate person adopts a particular
each other, but nonverbal display, such as
mimicry involves an crossing his or her arms,
unconscious others nearby often mimic
copying of the it, but without realizing
behavior others are they are doing so
exhibiting. (Chartrand & Lakin, 2013)
MINDLESSNESS
Many group situations are
so routine that members
A state of reduced don’t concentrate on what
cognitive processing they are doing. When
characterized by standing in a line for fast
actions based on habit, food, finding a seat in a
routine, or previously classroom, or voting to
formed discriminations approve the group’s minutes
rather than conscious from the last meeting,
deliberation. people act on the basis of
habit.
B. INFORMATIONAL INFLUENCE
Social comparison
theory assumes that we According to dual
sometimes evaluate process theories of
the accuracy of our
informational influence,
beliefs and gauge the
quality of our we are influenced by
personal attributes by other people’s choices
comparing ourselves for two reasons.
to other individuals.
First, learning about other’s
WE ARE responses can trigger a
INFLUENCED thoughtful analysis, or
elaboration, of the issues at
BY OTHER hand (Levine & Tindale, 2015;
Martin & Hewstone, 2010).
PEOPLE'S
Second, these direct
CHOICES informational influence
FOR TWO processes are complemented by
less rational, more indirect
REASONS: processes (Moskowitz &
Chaiken, 2001).
INFORMATIONAL INFLUENCE OF MINORITIES
Minority influence can also
Minority influence also trigger indirect processes, just
results from both like majority influence does.
direct and indirect Because we are sensitive to shifts
processes. As Moscovici in the group’s general opinion, if
argued, minorities create we notice that the minority
cognitive conflicts that position is gaining ground on the
challenge the status quo majority, then we may all change
of the group and call for a sides as well, creating a cascade: a
reevaluation of issues at rapid opinion shift that flows
hand. throughout the group (Sunstein &
Hastie, 2015).
C. NORMATIVE INFLUENCE
Change-promoting interpersonal processes
based on social norms, standards, and
convention. Because individuals internalize their
group’s norms, they strive to act in ways that are
consistent with those norms.
Informational influence occurs because others’
responses convey information concerning the
nature of the social setting and how most people
are responding to that setting. Normative
influence, in contrast, occurs when members
tailor their actions and attitudes to match
the norms of the group situation.
DISSONANCE AND DISSENT
As noted in Chapter
Discovering one has
5, cognitive
managed to wander
dissonance is such
outside of the
an unpleasant state
group’s norms
that people are
generates a negative
motivated to take
reaction that is akin
steps to reduce
to cognitive
dissonance
dissonance.
whenever it occurs.
DISSONANCE AND DISSENT
OBEDIENCE TO AUTHORITY
- IS THE TENDENCY PEOPLE HAVE TO TRY TO PLEASE
THOSE IN CHARGE.
THE MILGRAM EXPERIMENTS
- STANLEY MILGRAM CARRIED OUT HIS NOW-FAMOUS STUDIES IN
EARLY 1960’S. INTRIGUED BY PEOPLE’S TENDENCY TO DO AS THEY
ARE TOLD, HE TESTED AMERICAN SUBJECTS’ REACTIONS TO AN
EXPERIMENTER WHO ORDERED THEM TO DO SOMETHING THEY
WOULD NORMALLY NOT DO TO HARM A PERSON INNOCENT OF ANY
WRONGDOING.
MILGRAM’S FINDINGS)
- MILGRAM WAS CERTAIN THAT VERY FEW OF HIS
PARTICIPANTS WOULD CARRY OUT THE
EXPERIMENTER’S ORDERS.
COERCIVE POWER – POWER BASED ON THE ABILITY TO PUNISH OR THREATEN OTHERS WHO
DO NOT COMPLY WITH REQUESTS OR DEMANDS.
EXPERT POWER – POWER BASED ON THE BELIEF THAT AN INDIVIDUAL POSSESSES SUPERIOR
KNOWLEDGE, SKILLS, AND ABILITIES.
TYPES OF TACTICS
HARD AND SOFT TACTICS –
HARD TACTICS ARE MORE COERCIVE THAN SOFT TACTICS THEY LIMIT THE “FREEDOM AN INFLUENCE
RECIPIENT IS ALLOWED IN CHOOSING WHETHER OR NOT TO COMPLY WITH A REQUEST OR A
DEMAND”
SOFT TACTICS EXPLOIT THE RELATIONSHIP BETWEEN THE INFLUENCER AND THE TARGET TO
EXTRACT COMPLIANCE.
CLAIMING STATUS
Pecking order - A stable, ordered pattern of individual
variations in prestige, status, and authority among group
members.
ACHIEVING STATUS
Specific Status Characteristics -
Expectation-States Theory - In status characteristics theory, task-specific
An explanation of status behavioral and personal characteristics that
differentiation in groups, people consider when estimating the
which assumes that group relative competency, ability, and social value
members allocate status to of themselves and others.
group members judged to be
Solo Status - The state of being the only group member who
is a representative of a specific social category in an otherwise
homogenous group (e.g., a man in an all-female group).
STATUS HIERARCHIES AND STABILITY
Iron Law of Oligarchy - The principle of political and social control that
predicts that, in any group, power is concentrated in the hands of a few
individuals (an oligarchy) who will act in ways that protect and enhance their
power (described by Robert Michels).
Thank
You!
Galaang, Gingabo,
Presented by
Gallego, Gabanite