G-Baumeister (Encyc)-45348.qxd 7/24/2007 6:16 PM Page 391 Group Dynamics———391 not appear overly dogmatic or rigid, and are willing to information (information that each member of the compromise. Minority views also are more likely to group possessed) and very little time discussing have an influence on the majority if they offer a com- unshared information. This information sampling bias pelling argument against the majority’s position, the leads to faulty decision-making outcomes (sometimes minority position is held by more than one group referred to as the common knowledge effect). There member, and there is not an obvious selfish explana- is some evidence that the sampling bias can be miti- tion for the minority position (e.g., the minority would gated if the decision task is intellective rather than benefit financially). judgmental and if the group is motivated to generate Even under the best of circumstances, a minority the correct solution. viewpoint may not be accepted. And even if accepted privately, publicly expressed acceptance may be hin- Jay W. Jackson dered by the fear of disapproval by the larger group or See also Decision Making; Group Dynamics; Group powerful leaders. Nevertheless, there is good evidence Polarization; Groupthink; Minority Social Influence; that even if a minority position is not fully or even par- Research Methods; Transactive Memory tially adopted immediately, the process may stimulate more in-depth and creative thinking about the issues under consideration and can lead to more long-term Further Readings shifts in opinions. Baron, R. S. (2005). So right it’s wrong: Groupthink and the ubiquitous nature of polarized group decision making. In Information Processing in Groups M. P. Zanna (Ed.), Advances in experimental social psychology (Vol. 37, pp. 219–253). San Diego, CA: To help explain certain decision-making processes, Academic Press. some researchers conceptualize decision-making Forsyth, D. R. (2006). Group dynamics (4th ed.). Belmont, groups as collective information processors. One CA: Wadsworth. prominent model in this vein considers situations in Hastie, R., & Kameda, T. (2005). The robust beauty of which different members of a group are responsible majority rules in group decisions. Psychological Review, for different domains of knowledge. Their combined 112, 494–508. cognitive effort of collecting, analyzing, and com- Kerr, N. L., & Tindale, S. R. (2004). Group performance and municating information is termed a transactive (or decision-making. Annual Review of Psychology, 55, 623–655. collective) memory system (TMS). In short, a TMS is Nemeth, C. (1986). Differential contributions of majority and a cooperative division of mental labor. Research sug- minority influence. Psychological Review, 93, 23–32. gests that such systems have limited benefits with newly established or short-term groups but do benefit long-term groups. It seems that as a group stays together over time, the members become more profi- GROUP DYNAMICS cient at coordinating their cognitive efforts, more trust- ing in their mutual reliance, and typically improve in Definition their decision-making performance. Relatedly, the information sampling model was Group dynamics are the influential actions, processes, developed, in part, to examine the commonly held and changes that take place in groups. Individuals often assumption that group members tend to pool their seek personal objectives independently of others, but unique bits of knowledge and this leads to higher- across a wide range of settings and situations, they join quality decisions. Indeed, studies confirm that the with others in groups. The processes that take place extent to which unshared information (information within these groups—such as pressures to conform, held by only one or a few members of the group) is the development of norms and roles, differentiation discussed is a good predictor of ultimate decision of leaders from followers, collective goal-strivings, and quality. However, consistent with the model’s predic- conflict—substantially influence members’ emotions, tions, studies have also found that groups tend to actions, and thoughts. Kurt Lewin, widely recognized spend an inordinate amount of time discussing shared as the founding theorist of the field, used the term G-Baumeister (Encyc)-45348.qxd 7/24/2007 6:16 PM Page 392 392———Group Dynamics group dynamics to describe these group processes, as or condemned, who talks to whom, who has higher well as the scientific discipline devoted to their descrip- status than others, who can be counted on to perform tion and analysis. particular tasks, and whom others look to for guidance and help. These regularities combine to form the History and Background roles, norms, and intermember relations that organize and stabilize the group. When the group becomes People have wondered at the nature of groups and their cohesive, membership stabilizes, the members report dynamics for centuries, but only in the past 100 years increased satisfaction, and the group’s internal did researchers from psychology, sociology, and dynamics intensity. Members of groups and collec- related disciplines begin seeking answers to questions tives also tend to categorize themselves as group about the nature of groups and their processes: Why members and, as a result, identify strongly with the do humans affiliate with others in groups? How do group and their fellow group members. These social groups and their leaders hold sway over members? To identity processes result in changes in self-conception, what extent is human behavior determined by instinct as individualistic qualities are suppressed and group- rather than reflection and choice? What factors give based, communal qualities prevail. rise to a sense of cohesion, esprit de corps, and a As interactions become patterned and members marked distrust for those outside the group? become more group-centered, their response to social The results of these studies suggest that groups influence processes is magnified. Group members are, are the setting for a variety of individual and interper- by definition, interdependent: Members can influence sonal processes. Some of these processes—such as others in the group, but others can influence them as collaborative problem solving, social identity devel- well. As a result, individuals often change when they opment, coordination of effort and activities in the join a group, as their attitudes and actions align to pursuit of shared goals, and a sense of belonging and match those of their fellow group members. Solomon cohesion—promote the adjustment and welfare of Asch, in his studies of majority influence, found that members, whereas others—the loss of motivation in these influence processes exert a powerful influence groups (social loafing), conformity, pressures to obey, on people in groups; approximately one third of his and conflict—can be detrimental for members. Some subjects went along with the majority’s incorrect of these processes also occur within the group (intra- judgments. Stanley Milgram’s research also demon- group processes), whereas others occur when one strated a group’s influence over its members. Volun- group encounters one or more other groups (intergroup teers who thought they were taking part in a study of processes). Because groups are found in all cultures, learning were ordered to give painful shocks to another including hunting–gathering, horticultural, pastoral, participant. (No shocks were actually administered.) industrial, and postindustrial societies, group processes Milgram discovered that the majority of people he also influence societal and cultural processes. tested were not able to resist the orders of the author- ity who demanded that they comply. Groups are not only influence systems but also Interpersonal Processes in Groups performance systems. Group members strive to coor- The processes that take place within small groups dinate their efforts for the attainment of group and vary from the subtle and ubiquitous (found every- individual goals, and these performance processes where) to the blatant and exceedingly rare. Initially, as determine whether the group will succeed or fail to groups form, social forces draw people to the group reach its goals. Robert Freed Bales, by observing the and keep them linked together in relationships. These interactions of people meeting in face-to-face groups, formative processes work to create a group from for- identified two common core behavioral processes. merly independent, unrelated individuals. In some One set of behaviors pertained to the social relation- cases groups are deliberately formed for some pur- ships among members. The other set, however, con- pose or goal, but in other cases the same attraction cerned the task to be accomplished by the group. processes that create friendships and more intimate These two constellations of behaviors are also core relationships create groups. elements of leadership processes, for group leaders Once the group forms, normative processes pro- strive to improve the quality of relations among mem- mote the development of group traditions and norms bers in the group as well as ensure that the group that determine the kinds of actions that are permitted completes its tasks efficiently and effectively. G-Baumeister (Encyc)-45348.qxd 7/24/2007 6:16 PM Page 393 Group Identity———393 Conflict processes are also omnipresent, both within social influence within a group. This influence may be the group and between groups. During