The positive power of peer pressure.

2.  What is peer pressure?

4.  Good peer pressure is being pushed into
something that you didn’t have the courage
to do or just didn’t cross your mind to do.

6.  Any other example?

7.  Bad or negative peer pressure is being talked
into doing something that you did not want
to do, but you start doing because your
friends said that you should.
 Bad peer pressure is usually the result of
wanting to be accepted by your peers.

9. Any other example?

11. At a city sports award dinner, four couples sat down at the same
table. The seating arrangements accommodated 10 people, so
there
was room for two additional people. Several minutes later, another
couple ventured over to take the vacant seats. Introductions were
exchanged and drinks ordered. The original four couples were in
their thirties and forties and all had children in the various sports
programs. The late arrivers were older, most likely in their early
seventies.
Time passed and the older woman excused herself to go to the
ladies
room. As she stood, her husband also stood and remained
standing
until she left table. When she returned, again the gentleman stood
as she sat down. Soon after that, two women from the first group

12. also left to use the powder room. The older gentleman once again
stood.
This time the other men at the table stole glances at each other not
quite sure what to do. By the time the two women returned, as the
older gentlemen stood, the four other men also stood. For the
remainder of the evening, much to the enjoyment of the women,
the younger men continued to not only stand, but became quite
conscious of their manners and etiquette. At no time did the older
gentlemen say anything, nor did the women insist on the behavior,
but a pattern just developed—at least for that evening. This story
illustrates in a simple way how group behavior can be modified
quickly and provides the start of a framework for understanding
how
organizations can use group dynamics in a positive manner that
promotes ethical behavior and drive performance.

13. The vision, mission, and values of the
organization serve some purposes if done
correctly. The first is that a well-known
organization cause will attract employees
who are interested in the vision, mission, and
values of the organization. The more the
cause of the organization becomes known
and associated with the organization, the
more the organization is able to attract
employees who will espouse and conform to
the organizational cause.

14. Once the beliefs of the organization are
established, the next step in engaging the
employee is to develop the attachment
between the employee and the organization.
Attachment should be fostered on both the
macro level—with the organization—and at
the micro level— with the employee’s
immediate functional area.

15. The next stage for an employee after attachment
is ever greater commitment to the organization.
In the attachment stage, the organization made
efforts to communicate to the employee that the
organization stands for something worthwhile,
that the organization is committed to its cause,
and that leadership at all levels adhere to those
values and standards. The commitment stage is
the employee’s reciprocal effort on behalf of the
organization. The goal of the organization is to
deepen the connection with the individual
employee so that they cease to be just an
employee and become a representative of the
organization.

16. With a commitment between the employee and
the organization, both are ready to work together
for the betterment of the organization.
Involvement is the partnership that evolves from
the iterative process of belief, attachment, and
commitment. Here, the employee now moves
from being a representative to being an
evangelist for the organization, both internally
and externally. The employee is now ready to
take a greater leadership role in the company and
the company wants the employee to take a
greater leadership role.