Measuring Predictors of Groupthink: Instrument Development and Validation
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NORTHWESTERN UNIVERSITY Ripening or rotting? Examining the temporal dynamics of team discussion and decision making in long-term teams. A DISSERTATION SUBMITTED TO THE GRADUATE SCHOOL IN PARTIAL FULFILLMENT OF THE REQUIREMENTS for the degree DOCTOR OF PHILOSOPHY Field of Media, Technology, and Society By Ilya Gokhman EVANSTON, ILLINOIS September 2020 2 ABSTRACT More than a quarter century of research finds that teams often fail to make high-quality decisions. This literature is based on observing team decisions in one-off decision making episodes, when in reality, most teams work together for an extended period of time, making repeated decisions together. Do teams improve or decline on decision making effectiveness over time? To answer this question, this dissertation contributes three studies on team decision making, examining how the processes and outcomes of team decision making evolve over time. In order to study team decision making over time, one needs parallel and comparable tasks on which to observe process and performance. And so, Study 1 developed and validated five parallel hidden profile tasks that require teams to share unique information in order to identify the optimal solution from three options. Using this newly developed battery of tasks, Studies 2 and 3 used mixed-methods to understand team decision making over time in eight 4-person teams. Study 2 was quantitative, examining the discussion and decision quality of teams during multiple sequential decision making episodes. Study 3 was qualitative, exploring the conversational dynamics over time. Quantitative analysis found that teams show an initial increase and subsequent decrease in discussion and decision quality as they work together. -
Exploring the Perception of Nationalism in the United States and Saudi Arabia Reem Mohammed Alhethail Eastern Washington University
Eastern Washington University EWU Digital Commons EWU Masters Thesis Collection Student Research and Creative Works 2015 Exploring the perception of nationalism in the United States and Saudi Arabia Reem Mohammed Alhethail Eastern Washington University Follow this and additional works at: http://dc.ewu.edu/theses Part of the Islamic World and Near East History Commons, and the United States History Commons Recommended Citation Alhethail, Reem Mohammed, "Exploring the perception of nationalism in the United States and Saudi Arabia" (2015). EWU Masters Thesis Collection. 330. http://dc.ewu.edu/theses/330 This Thesis is brought to you for free and open access by the Student Research and Creative Works at EWU Digital Commons. It has been accepted for inclusion in EWU Masters Thesis Collection by an authorized administrator of EWU Digital Commons. For more information, please contact [email protected]. EXPLORING THE PERCEPTION OF NATIONALISM IN THE UNITED STATES AND SAUDI ARABIA A Thesis Presented To Eastern Washington University Cheney, WA In Partial Fulfillment of the Requirements For the Degree Master of Arts in History By Reem Mohammed Alhethail Fall 2015 ii THESIS OF REEM MOHAMMED ALHETHAIL APPROVED BY DATE ROBERT SAUDERS, GRADUATE STUDY COMMITTEE DATE MICHAEL CONLIN, GRADUATE STUDY COMMITTEE DATE CHADRON HAZELBAKER, GRADUATE STUDY COMMITTEE iii MASTER’S THESIS In presenting this thesis in partial fulfillment of the requirements for a master’s degree at Eastern Washington University, I agree that (your library) shall make copies freely available for inspection. I further agree that copying of this project in whole or in part is allowable only for scholarly purposes. -
The Effects of Mentioning Information, Shared Information Bias, Ownership Bias, Reiteration, and Confirmation Bias Lyn M
Perceived Importance of Information: The Effects of Mentioning Information, Shared Information Bias, Ownership Bias, Reiteration, and Confirmation Bias Lyn M. van Swol To cite this version: Lyn M. van Swol. Perceived Importance of Information: The Effects of Mentioning Information, Shared Information Bias, Ownership Bias, Reiteration, and Confirmation Bias. Group Processes and Intergroup Relations, SAGE Publications, 2007, 10 (2), pp.239-256. 10.1177/1368430207074730. hal-00571647 HAL Id: hal-00571647 https://hal.archives-ouvertes.fr/hal-00571647 Submitted on 1 Mar 2011 HAL is a multi-disciplinary open access L’archive ouverte pluridisciplinaire HAL, est archive for the deposit and dissemination of sci- destinée au dépôt et à la diffusion de documents entific research documents, whether they are pub- scientifiques de niveau recherche, publiés ou non, lished or not. The documents may come from émanant des établissements d’enseignement et de teaching and research institutions in France or recherche français ou étrangers, des laboratoires abroad, or from public or private research centers. publics ou privés. Group Processes & Intergroup Relations 2007 Vol 10(2) 239–256 Perceived Importance of Information: The Effects of Mentioning Information, Shared Information Bias, Ownership Bias, Reiteration, and Confi rmation Bias Lyn M. Van Swol Northwestern University Participants were given information for and against the decriminalization of marijuana and discussed the issue in groups. Factors affecting rated importance of information after the group discussion were examined. Participants did not rate information that was mentioned during the discussion as more important than information not mentioned, and participants did not rate shared information they mentioned as more important than unshared information. -
Bandwagon Effect: Lesson Plan
Bandwagon Effect: Hop On! Bandwagon Effect: Lesson Plan Topic The bandwagon effect is the psychological phenomenon in which an individual does something because others, particularly a large group of others, are doing it. This action or behavior is done regardless of whether it aligns with the individual’s personal belief or even factual evidence. Possible subjects/classes Time needed ● Psychology ● English 30-45 minutes ● Economics/Marketing ● Politics Video link: https://academy4sc.org/topic/bandwagon-effect-hop-on/ Objective: What will students know/be able to do at the end of class? By the end of this lesson, students will be able to ● Define the bandwagon effect. ● Explain how and why the bandwagon effect functions in every social field. ● Combat the bandwagon effect in their daily lives. Key Concepts & Vocabulary Conformity, bandwagaon Materials Needed A popular song and device to play music for the introductory activity Before you watch If you can get student confidants in on your plan, play popular, well-known music in your classroom. Encourage students to sing along. You’ll need student confidants because students are highly unlikely to actually sing in your classroom without outside motivation. Your confidants should be able to attract students not in on the plan to join in. Bandwagon Effect: Hop On! If you fail to get students to sing, whether your confidants did not attract students or you decided against using confidants, this can also be learning experience. Regardless of the results, question students about what just happened. Why did no one or few people sing at the beginning? Encourage students to think beyond simple answers like “I didn’t want to” or “I didn’t know the lyrics” to deeper responses. -
11 Social Influence
9781405124003_4_011.qxd 10/31/07 3:09 PM Page 216 Social Influence 11 Miles Hewstone and Robin Martin KEY CONCEPTS autokinetic effect compliance consistency conversion deindividuation door-in-the-face technique evaluation apprehension foot-in-the-door technique group polarization groupthink informational influence lowballing technique majority influence (conformity) minority influence (innovation) norms normative influence obedience to authority referent informational influence self-categorization theory social comparison social facilitation social influence whistleblowing 9781405124003_4_011.qxd 10/31/07 3:09 PM Page 217 CHAPTER OUTLINE This chapter considers two main types of social influence, both of which can be understood in terms of fundamental motives. First, we discuss ‘incidental’ social influence, where people are influenced by the presence or implied presence of others, although there has been no explicit attempt to influence them. We consider the impact of the mere presence of other people on task performance, and the impact of social norms. In the second part of the chapter, we ask why people succumb to social influence, highlighting types of social influence and motives underlying influence on the part of the target of influence. In the third part of the chapter, we turn to ‘deliberate’ social influence. We introduce theory and research on compliance, the influence of numerical majorities and minorities, group decision-making and obedience. Throughout we will see that social influence is an ambivalent concept. On the one hand, it is the glue of society: it makes things work, and society would be utterly chaotic without it. But on the other hand it can be a dark force, underlying some of the most extreme, even immoral, forms of human social behaviour. -
Conformity and the Groupthink Mentality
Conformity and the Groupthink Mentality What is “groupthink?” Groupthink, a term coined by social psychologist Irving Janis (1972), occurs when a group makes faulty decisions because group pressures lead to a deterioration of “mental efficiency, reality testing, and moral judgment” (9). Groups affected by groupthink ignore alternatives and tend to take irrational actions that dehumanize other groups. A group is especially vulnerable to groupthink when its members are similar in background, when the group is insulated from outside opinions, and when there are no clear rules for decision making. (emphasis added) Janis, Irving L. (1972). Victims of Groupthink. New York: Houghton Mifflin. Question 1: How do the underlined portions of the text above contribute to oppression, discrimination or the mistreatment of others? Explain in the space below. Groupthink is one of the most troublesome downfalls of organized society. Today, it manifests itself on a sliding scale of severity, ranging from genocide to bullying to superstition to fashion fads to the “Digg mentality” of news reporting. Still, most of us refuse to believe that our opinions, perception and worldview are being in any way shaped by those of others. And yet they are. Even subcultures, the very essence of which is to stand out, are founded on group conformity — or, as James Thurber famously puts it, “why do you have to be a nonconformist like everyone else?” What’s perhaps most interesting about conformity is how our own relationship to it changes throughout the course of our lives. We spend our teenage years trying, desperately, to fit in, only to mature into trying, just as desperately, to stand out — a point eloquently echoed by one Etsy employee in his recent contribution to the tremendously important It Gets Better Project. -
The Neurobiology of Groupthink: a Qeeg Approach to the Study of Followership
Pepperdine University Pepperdine Digital Commons Theses and Dissertations 2016 The neurobiology of groupthink: a qEEG approach to the study of followership Angela A. Deulen Follow this and additional works at: https://digitalcommons.pepperdine.edu/etd Recommended Citation Deulen, Angela A., "The neurobiology of groupthink: a qEEG approach to the study of followership" (2016). Theses and Dissertations. 628. https://digitalcommons.pepperdine.edu/etd/628 This Dissertation is brought to you for free and open access by Pepperdine Digital Commons. It has been accepted for inclusion in Theses and Dissertations by an authorized administrator of Pepperdine Digital Commons. For more information, please contact [email protected], [email protected], [email protected]. Pepperdine University Graduate School of Education and Psychology THE NEUROBIOLOGY OF GROUPTHINK: A qEEG APPROACH TO THE STUDY OF FOLLOWERSHIP A dissertation submitted in partial satisfaction of the requirements for the degree of Doctor of Education in Organizational Leadership by Angela A. Deulen April, 2016 Kent Rhodes, Ed.D. – Dissertation Chairperson This dissertation, written by Angela A Deulen under the guidance of a Faculty Committee and approved by its members, has been submitted to and accepted by the Graduate Faculty in partial fulfillment of the requirements for the degree of DOCTOR OF EDUCATION Doctoral Committee: Kent Rhodes, Ed.D., Chairperson John Tobin, J.D. Joseph Pelletier, Ph.D. © Copyright by Angela A. Deulen (2016) All Rights Reserved -
Irving L. Janis' Victims of Groupthink Author(S): Paul't Hart Reviewed Work(S): Source: Political Psychology, Vol
Irving L. Janis' Victims of Groupthink Author(s): Paul't Hart Reviewed work(s): Source: Political Psychology, Vol. 12, No. 2 (Jun., 1991), pp. 247-278 Published by: International Society of Political Psychology Stable URL: http://www.jstor.org/stable/3791464 . Accessed: 17/02/2012 11:40 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]. International Society of Political Psychology is collaborating with JSTOR to digitize, preserve and extend access to Political Psychology. http://www.jstor.org Political Psychology, Vol. 12, No. 2, 1991 Classics in Political Psychology Irving L. Janis' Victims of Groupthink Paul 't Hart1 INTRODUCTION Victims of Groupthink:A Psychological Study of Foreign Policy Decisions and Fiascoes by Irving L. Janis was published for the first time in 1972. In an unprecedentedway, Janisapplied ideas from small-groupanalysis to the explana- tion of policy fiascoes. He made plausible the hypothesis that each of these events can, to a considerable extent, be attributedto the occurrence of a very specific and obviously detrimentalphenomenon within the groups of decision- makers involved in their making. He called this phenomenon "Groupthink," cleverly picking this highly suggestive Orwellian mode of expression ("dou- blethink" in Orwell's novel 1984). -
Group Perception and Social Norms
Running header: GROUP PERCEPTION AND SOCIAL NORMS GROUP PERCEPTION AND SOCIAL NORMS Sarah Gavac University of Wisconsin-Madison Sohad Murrar University of Wisconsin-Madison Markus Brauer University of Wisconsin-Madison 11 July 2014 Word count: 14,061 Corresponding author: Sarah Gavac, Psychology Department, University of Wisconsin-Madison, 1202 W. Johnson St., Madison, Wisconsin, 53706. E-mail: [email protected] GROUP PERCEPTION AND SOCIAL NORMS 2 SUMMARY Groups create the very basis of our society. We are, as humans, social animals. We are born into groups, learn in groups, live in groups, and work in groups. Groups can range anywhere from three people to a nation. Think of the groups you belong to. How similar are you to other members of your groups? In most cases, we tend to be similar to other members of our groups because there are standards within the group that define behavioral expectations. These standards are called social norms. Throughout this chapter, we hope to provide basic answers to some of the fundamental questions about social norms and group dynamics: What are social norms? How do social norms influence our behavior? How have social norms been studied? What are the classic experiments on social norms? What is conformity and how does it relate to social norms? When do individuals conform and why do they conform? What makes a group? How do social norms and group dynamics overlap? WHAT ARE SOCIAL NORMS? Imagine you get on an elevator. There’s no one on it, so you stand in the middle and listen to the soft music while the doors close. -
When Two Heads Aren't Better Than One: Conformity in a Group Activity
MTRXXX10.1177/2379298116676596Management Teaching ReviewFender and Stickney 676596research-article2016 Experiential Exercises Management Teaching Review 2017, Vol. 2(1) 35 –46 When Two Heads Aren’t © The Author(s) 2016 Reprints and permissions: Better Than One: sagepub.com/journalsPermissions.nav DOI: 10.1177/2379298116676596 Conformity in a journals.sagepub.com/home/mtr Group Activity C. Melissa Fender1 and Lisa T. Stickney2 Abstract Group and team class decision-making activities often focus on demonstrating that “two heads are better than one.” Typically, students solve a problem or complete an assessment individually, then in a group. Generally, the group does better and that is what the students learn. However, if that is all such an activity conveys, then a significant teachable moment has been missed. It is often the case that a group member has one or more correct answers that the group did not use, or perhaps even outscores the group. The simple activity described here provides an opportunity to discuss a number of reasons that can cause such conformity to happen, integrating several areas of human psychology and behavior, and then segue into techniques to prevent it. Keywords group decision making, conformity, groupthink, individual differences, social norms “Groups generally make better decisions than individuals.” Right? Is that not one of the key lessons of groups that research established very early and that shows up regu- larly in OB textbooks? After all, groups have a greater number of different ideas and bring different specializations to the table (Schmidt, Montoya-Weiss, & Massey, 2001). Although subject to groupthink (Callaway & Esser, 1984; Janis, 1982; Park, 1Rutgers University–Camden, NJ, USA 2University of Baltimore, Baltimore, MD, USA Corresponding Author: C. -
50 Cognitive and Affective Biases in Medicine (Alphabetically)
50 Cognitive and Affective Biases in Medicine (alphabetically) Pat Croskerry MD, PhD, FRCP(Edin), Critical Thinking Program, Dalhousie University Aggregate bias: when physicians believe that aggregated data, such as those used to develop clinical practice guidelines, do not apply to individual patients (especially their own), they are exhibiting the aggregate fallacy. The belief that their patients are atypical or somehow exceptional, may lead to errors of commission, e.g. ordering x-rays or other tests when guidelines indicate none are required. Ambiguity effect: there is often an irreducible uncertainty in medicine and ambiguity is associated with uncertainty. The ambiguity effect is due to decision makers avoiding options when the probability is unknown. In considering options on a differential diagnosis, for example, this would be illustrated by a tendency to select options for which the probability of a particular outcome is known over an option for which the probability is unknown. The probability may be unknown because of lack of knowledge or because the means to obtain the probability (a specific test, or imaging) is unavailable. The cognitive miser function (choosing an option that requires less cognitive effort) may also be at play here. Anchoring: the tendency to perceptually lock on to salient features in the patient’s initial presentation too early in the diagnostic process, and failure to adjust this initial impression in the light of later information. This bias may be severely compounded by the confirmation bias. Ascertainment bias: when a physician’s thinking is shaped by prior expectation; stereotyping and gender bias are both good examples. Attentional bias: the tendency to believe there is a relationship between two variables when instances are found of both being present. -
The Wisdom of Crowds? Groupthink and Nonprofit Governance
THE WISDOM OF CROWDS? GROUPTHINK AND NONPROFIT GOVERNANCE ∗ Melanie B. Leslie Abstract Scandals involving nonprofit boards and conflicts of interest continue to receive considerable public attention. Earlier this year, for example, musician Wyclef Jean’s Yele Haiti charity became the target of intense criticism after the charity disclosed that it had regularly transacted business with Jean and entities controlled by Jean and other directors. Although scandals caused by self-dealing undermine public confidence in the charitable sector, they continue to erupt. Why do charitable boards sanction transactions with insiders? This Article argues that much of the blame lies with the law itself. Because fiduciary duty law is currently structured as a set of fuzzy standards that focus on outcome rather than procedure, it facilitates groupthink. Groupthink occurs when directors place allegiance to fellow board members ahead of the nonprofit’s best interests, and it can undermine social norms that facilitate sound governance procedures. Groupthink blinds directors to conflicts of interest and may also induce directors to refrain from adequately monitoring ongoing business relationships with board members. When groupthink occurs, boards can convince themselves that their conduct falls within the law’s murky limits. As a result, charitable assets are diverted from the charities’ intended beneficiaries and into directors’ pockets. Social norms against self-dealing are the primary tool for combating harmful groupthink. The law should be reformulated to support and reinforce fiduciary duties as social norms. Restructuring laws against self-dealing as a set of clear rules would give needed direction to confused boards and would entrench social norms against self-dealing.