Group Dynamics - LESSON 10 - Performance
People join groups to get things done. Those people like workers, protectors, builders, decision makers and problem solvers are working together by the use of their abilities and talents to accomplish their goals and overwhelm themselves. Hence, they must perform, maximize their effort and coordinate in order to encounter problems effectively.
WILL COVER
COMMON SENSE PSYCHOLOGY
CORRESPONDENT INFERENCE THEORY
COVARIENCE MODEL
CONSENSUS
CONSISTENCY
DISTINCTIVENESS
FUNDAMENTAL ATTRIBUTION ERROR
ACTOR OBSERVER EFFECT
SELF SERVING BIAS
AND APPLICATIONS
WILL COVER
COMMON SENSE PSYCHOLOGY
CORRESPONDENT INFERENCE THEORY
COVARIENCE MODEL
CONSENSUS
CONSISTENCY
DISTINCTIVENESS
FUNDAMENTAL ATTRIBUTION ERROR
ACTOR OBSERVER EFFECT
SELF SERVING BIAS
AND APPLICATIONS
Presentation about Carl Rogers, I put the notes I had on the ppoint before the slide it goes with.
definitions quotes from http://webspace.ship.edu/cgboer/genpsyhumanists2.html
Expectancy theory is a mental process regarding the selection of choices. It’s a motivation theory first proposed by Victor Vroom of the Yale school of management. It;s pros and con.
I was assigned to be a moderator for one week in the Psych.Foundations of Education course that I am taking this semester. I prepared this presentation as an overview of Social Cognitive Views of Learning, the topic that was discussed during that week.
An overview of one of the most realistic and relevant theories in education --- goal setting. For all students, teachers and parents.
A presentation for EDUCATIONAL ADMINISTRATION CLINIC CLASS in the program-- Doctor of Education major in Educational Administration.
CACC
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
This presentation is about social loafing. It also include the factors that influence the social loafing and some techniques to reduce social loafing.
This presentation is very helpful to psychology students and those who needs to know about social loafing.
Presentation about Carl Rogers, I put the notes I had on the ppoint before the slide it goes with.
definitions quotes from http://webspace.ship.edu/cgboer/genpsyhumanists2.html
Expectancy theory is a mental process regarding the selection of choices. It’s a motivation theory first proposed by Victor Vroom of the Yale school of management. It;s pros and con.
I was assigned to be a moderator for one week in the Psych.Foundations of Education course that I am taking this semester. I prepared this presentation as an overview of Social Cognitive Views of Learning, the topic that was discussed during that week.
An overview of one of the most realistic and relevant theories in education --- goal setting. For all students, teachers and parents.
A presentation for EDUCATIONAL ADMINISTRATION CLINIC CLASS in the program-- Doctor of Education major in Educational Administration.
CACC
Leadership plays a central part in understanding group behavior, for it is the leader who usually provides the direction toward goal attainment. Therefore, a more accurate predictive capability should be valuable in improving group performance.
Based on Latin word “movere”, motive(need) has been defined as follows: “A motive is an inner state that energizes ,activates, or moves (hence motivation),and that direct behavior towards goals.”
This presentation is about social loafing. It also include the factors that influence the social loafing and some techniques to reduce social loafing.
This presentation is very helpful to psychology students and those who needs to know about social loafing.
GROUP AND TEAM PERFORMANCEThere is a widespread belief that grou.docxwhittemorelucilla
GROUP AND TEAM PERFORMANCE
There is a widespread belief that group performance is superior to individual performance for many tasks. This belief is based on the notion that something emerges in the interaction among people that enables a group to be better than the sum of its members. In other words, people inspire one another to be better than they would have been alone. It is true that for some tasks the coordinated efforts of two or more people are necessary because a single individual could not accomplish them alone. For example, several people are needed to build a house. Some tasks may require more than two hands, and others may require the lifting of objects that one person cannot do alone. For many tasks, however, groups are not necessarily better than individuals. Part of the reason is process loss—group members distract and keep one another from concentrating solely on the task at hand. There are additional reasons that we discuss as we compare the performance of individuals with that of groups.
Performance in the Presence of Others
One of the earliest known research findings concerning groups in psychology is that task performance is affected by the presence of others. In the late 1800s, Norman Triplett noted that the performance of bicycle riders was faster when they were racing against other people than when they were racing alone (Triplett, 1897). Subsequent research with laboratory tasks, however, did not always find that people performed better in the presence of others. Performance was better in the presence of others in some studies but worse in other studies.
Performing in front of an audience raises arousal, as this person will certainly experience. (Michael Malyszko/Taxi/Getty Images)
The most widely accepted explanation for these results was put forth by Zajonc (1965), who noticed that the type of task determined if performance is enhanced or inhibited by the presence of others. He suggested that the presence of others increases physiological arousal, which has effects on task performance. Performance is improved (the social facilitation effect) by other-induced arousal when the task is simple or well learned, such as bicycle riding. On the other hand, performance is decreased (the social inhibition effect) by other-induced arousal when the task is complex or new to the individual, such as solving a complex mathematics problem. These results suggest that for complex tasks, people should be given private space that allows them to keep their arousal levels relatively low. For simple tasks, the arousal produced by the presence of others can enhance performance, but other people can also be a distraction in the workplace, leading to poorer performance. There are no guarantees.
Group Versus Individual Performance on Additive Tasks
When researchers compare individuals to groups on task performance, they are usually concerned with an additive task. The output of the task is countable, and the total output is the sum of the ind ...
This paper examined a psychological concept called social loafing as a great debility in achieving good and effective teamwork. Social loafing describes the tendency of individuals to put forth less effort when they are part of a group. Because all members of the group are pooling their effort to achieve a common goal, each member of the group contributes less than they would if they were individually responsible.
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* Foundations of group effectiveness.
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Norms that determine appropriate behavior (A)
Roles that are assigned to people that determine what behaviors and responsibilities people should take on(B)
A communication structure that determines who talks to whom within the group ( C)
A power structure that determines how much authority and influence group members have(D)
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Performance
1.
2. OVERVIEW
DO PEOPLE WORK BETTER ALONE OR WITH
OTHERS?
DO PEOPLE WORK AS HARD WHEN GROUPS AS
THEY DO WHEN WORKING BY THEMSELVES
WHY ARE GROUPS MORE SUCCESFULL WHEN
WORKING ON SOME TASKS AND NOT ON
OTHERS?
WHAT STEPS CAN BE TAKEN TO ENCOURAGE
CREATIVITY IN GROUPS?
3. What is performance?
Definition of performance
1 a: the execution of an action
b: something accomplished
2 : the fulfillment of a claim, promise, or request
3 a: the action of representing a character in a play
b: a public presentation or exhibitiona benefit performance
4 a: the ability to perform
b: the manner in which a mechanism performs engine performance
5 : the manner of reacting to stimuli : BEHAVIOR
4. Social Facilitation
The enhancement of an individual performance when working with other
people rather than working alone.
Improvement in task performance that occurs when people work in the
presence of other people.
5. NORMAN TRIPPLET (1898)
Riders achieved their best times when they competed or they were paced and
they are slowest when racing alone.
6. Coaction, Audiences and Inconsistencies
COACTION – people working in the presence of other people, but not
necessarily interacting with one another.
AUDIENCES – triggers social facilitation when other people watches them.
INCONSISTENCY – other studies, did not confirm the “presence of people
improves performance” (Floyd Allport, 1920).
7. ZAJONC’S RESOLUTION
BY ROBERT ZAJONC (1965)
States that behavior are easier to learn and perform than others.
DOMINANT RESPONSES – dominate all potential responses.
NONDOMINANT RESPONSES – less likely to performed.
Zajonc’s insight was that the presence of others increases tendency to perform
dominant responses and decreases the tendency to perform nondominant
responses.
8.
9. 4 General Explanation of Social Facilitation
1). DRIVE THEORY (ZAJONC 1965)
Zajonc coined term word compresence – state of responding in the presence
of others.
This theory maintains that the presence of others evokes a generalized drive
state characterized by increased readiness and arousal.
10. JAMES BLASCOVICH and his colleagues (1999)
verified that an audience triggers increases in cardiac and vascular activity.
CHALLENGE RESPONSE – appeared to be ready to respond to the challenge
they faced.
THREAT RESPONSE – appeared to be stress rather than ready for an effective
action.
11. 4 General Explanation of Social Facilitation
2). EVALUATION APPREHENSION THEORY (COTTRELL, 1972)
Cottrell suggested that evaluative pressure is one of the reasons why people
tend to be more productive in the presence of others.
This theory assumes that individuals learned through experience that other
people are source of most of the rewards and punishments.
12. Self- Presentation Theory
Group members actively control others impressions of themselves by
displaying social behaviors that establish and maintain particular image or
face
13. 4 General Explanation of Social Facilitation
3). Distraction- Conflict Theory (BARON, 1986 & SANDERS,
1981)
Distractions have been shown to improve performance on certain tasks.
This theory suggest that distraction interferes with the attention given to
task, but that these distractions can be overcome with effort.
STROOP TASK
14. 4 General Explanation of Social Facilitation
4). SOCIAL ORIENTATION THEORY (UZIEL, 2007)
Suggest that people differ in orientation towards social situations, these
differences predicts who will show facilitation in the presence of others and
who will show impairment.
POSITIVE ORIENTATION – self confident that they react positively to the
challenge.
NEGATIVE ORIENTATION – approach social situation apprehensively, for they
feel inhibited and threated by people.
16. CONCLUSIONS AND APPLICATIONS
PREJUDICE AND SOCIAL FACILITATION
presence of other people may lead individuals to express even more biased
opinions when they are in public rather than private.
The presence of others may work to facilitate prejudice rather that keep it in
check
ELECTRONIC PERFORMANCE MONITORING (EPM)
The use of information technologies such as computer network, to track,
analyze and report information about worker’s performance.
17. CONCLUSIONS AND APPLICATIONS
SOCIAL FACILITATION IN EDUCATIONAL SETTINGS
STUDY GROUP – self-organized and self-directive group formed by the
students for the purpose of studying course material.
“JOIN A STUDY GROUP” – advice often given to college students who are
struggling in their classes.
18. Reduction in performance effectiveness or
efficiency caused by actions, operations, or
dynamics that prevent the group from reaching its
full potential, including reduced effort, faulty
group processes, coordination problems, and
ineffective leadership.
process
loss
PROCESS LOSSES IN GROUPS
19. The tendency, first documented by Max Ringelmann,
for people to become less productive when they work
with others; this loss of efficiency increases as group
size increases, but at a gradually decreasing rate.
Max Ringelmann (1913), a 19th-century
French agricultural engineer, was one of
the first researchers to study the
relationship between process loss and
group productivity.
Ringelmann
effect
Double Tap to Edit Title
20. decline in productivity was caused by
motivation losses: people may not work so
hard when they are in groups
coordination losses, caused by “the lack of
simultaneity of their efforts”
Ringelmann identified two key sources of
process losses when people worked together.
Double Tap to Edit Title
21. Ringelmann documented what others had noticed:
People sometimes do not work as hard as they could
when they are part of a group
social loafing
The reduction of individual effort exerted when
people work in groups compared to when they work
alone.
People carrying out all sorts of physical and mental tasks—
including brainstorming, evaluating employees, monitoring
equipment, interpreting instructions, and formulating
causal judgments—have been shown to exert less effort
when they combine their efforts in a group situation
Motivation Loss: Social Loafing
22. When people feel as though their level of effort
cannot be ascertained because the task is a
collective one, then social loafing becomes likely.
But when people feel that they are being
evaluated, they tend to exert more effort, and
their productivity increases.
Increase Identifiability
Causes and Cures for Social Loafing
23. If the task is an individualistic one, and is easy, the
presence of other people increases evaluation
apprehension, so social facilitation occurs.
But when group members are anonymous, and their
contributions are unidentifiable, the presence of
others reduces evaluation apprehension, and social
loafing becomes more likely
Double Tap to Edit Title
24. free riding
Contributing less to a collective task when one
believes that other group members will
compensate for this lack of effort.
if they feel that the group does not need them or
their contribution, they will be tempted to free-
ride.
Minimize Free
Riding
25. When group members think that they are an
indispensable part of the group— perhaps because
their contribution is unique or essential for the
group’s success—they work harder
They also free-ride less in smaller groups, because
each person plays a larger role in determining the
group’s outcomes
Double Tap to Edit Title
26. sucker effect
The tendency for individuals to contribute less to a
group endeavor when they expect that others will
think negatively of someone who works too hard or
contributes too much (considering them to be a
“sucker”).
Double Tap to Edit Title
27. Groups that set clear, challenging goals outperform
groups whose members have lost sight of their
objectives.
members were more productive when they had a
clear standard by which to evaluate the quality of
their own work and the group’s work
The group’s goals should also be challenging rather
than too easily attained.
Set Goals
Double Tap to Edit Title
28. Loafing is less likely when people are involved in their work.
Those who enjoy working with other people in groups,
because they value both the group experience and the
results they achieve, are less likely to loaf compared to less
group- and achievement-oriented individuals
Challenging, difficult tasks reduce loafing, but so do ones
that will determine group members’ personal outcomes—
either by reward or by punishment
Increase
Involvement
Double Tap to Edit Title
29. Social loafing is also reduced when rewards for
successful performance are group-based rather than
individually based—so long as the group is not too
large in size and the reward is divided nearly equally
among all the group members
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30. social compensation
The tendency for group members to expend greater
effort on important collective tasks to offset the
anticipated insufficiencies in the efforts and
abilities of their co-members.
Double Tap to Edit Title
31. Social identity theory also suggests a way to reduce
loafing: increase the extent to which group
members identify with their group
Social identity theory suggests that the difference
between a hard-working group and a loafing group is
the match between the group’s tasks and its
members’ self-definitions.
Increase Identification with the Group
Double Tap to Edit Title
32. “This task is important to me,” but they are likely to work
even harder when they think, “This task is important to us”
then social loafing is replaced by social laboring
Double Tap to Edit Title
33. A theoretical explanation of group productivity
developed by Steven Karau and Kipling Williams that
traces losses of productivity in groups to diminished
expectations about successful goal attainment and
the diminished value of group goals.
the Collective Effort Model
Double Tap to Edit Title
34. comprehensive theoretical framework for
understanding the causes and cures of social loafing.
two factors determine group members’ level of
motivation:
- their expectations about reaching a goal
- the value of that goal.
Double Tap to Edit Title
35. Motivation is greatest when people think that the
goal is within their reach (expectations are high)
and they consider the goal to be valuable.
Motivation diminishes if expectations are low or
individuals do not value the goal.
Double Tap to Edit Title
36.
37. Task Demand
The effect that a problem or task’s features,
including it’s divisibility and difficulty, have on the
procedures the group can use to complete the task.
38. Divisible Task
The task has sub-components that can be identified
and assigned to specific members.
46. Intellective Task
A project, problem, or other type of task with
results that can be evaluated objectively and
judged as right or wrong.
Judgmental Task
A project, problem, or other type of task with
results that cannot be evaluated objectively
because there are no clear criteria to judge them
against.
47. Discretionary Task
A relatively unstructured task that can be completed by using a variety of
social combination procedure, thus leaving the methods used in its
completion to the discretion of the group or group leader.
48. Process gains in group
According to Steiner’s theory argued that group
success depends, ultimately on the resources that the
group members contribute and the processes that
determine how their inputs are combined coordinate.
People work in a groups, they sometimes gain new
solutions, energy, and insights into old problems that
they would never have achieved as individuals.
